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HRM: Contributing to Well-being or Ill-being at Work?

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If you were to take the people out of an organisation you would be left with some stock and machinery that would be of little value, and possibly some property. It is the people that make an organisation function, so having the people functioning to the best of their ability must surely be best for an organisation. Yet much of what is undertaken in the field of HRM actually serves to detract from people functioning at their best. Evidence from studies of wellbeing in the workplace reveal some interesting findings that raise questions as to whether the current focus of HRM will adapt to the evolving future workplace, or whether it will need to be redrawn along different lines, focussing on maintaining wellbeing above all else in the workplace to enable people to be successful for their organisations.

Much of the literature on wellbeing focuses on work-life balance (WLB) as potentially the most important element that affects people and their behaviour at work. Hence it is the most high profile and most highly legislated area in consideration. However, the evidence in this area is mixed and far from conclusive.

While a measure of organisational health is being heralded by the likes of Henderson Fund Management to allow investors to make more informed decisions about the companies they are investing in, quite how this will be calculated, or what its value will be are yet to be determined. City analysts already take a keen interest in voluntary staff turnover rates, especially in service/consulting businesses where valuation is contingent on the ability of a business to scale quickly and in high growth periods. They see voluntary turnover as a good but crude indicator of employee satisfaction and engagement. They also look to indices such as Gallup Q12 scores that measure engagement. Other measures are emerging in the marketplace. Vielife, for example, has a range of organisational health audits both at the whole organisation and individual employee level, and aim to develop the standardised metric for the measurement of employee wellbeing. Ironically they find that a health and wellbeing index is higher on the agenda of the financial and managing directors’ than it is for the HR director.

The current UK Labour Government is also on the health and wellbeing bandwagon with its current white paper ‘Choosing Health’ devoting a whole chapter to workplace health and wellbeing. They claim that stress-related conditions and musculoskeletal disorders are now the commonest reported causes of work-related sickness absence, and that 3.74 million workers clock up more than the 48 hour limit under the Working Time Directive, which is 423,000 more than in 1992 when there was no long hours protection.

Work in this area by the CIPD and The Tomorrow Project has identified what appear to be four key characteristics that contribute to an individual’s wellbeing: autonomy, relationships, the physical environment and the individual’s disposition. This remodels HRM away from the traditional relations, resourcing, development and reward model which is functional and outcome based, to one where the individual becomes the central concern. Does the individual have the appropriate level of autonomy to allow them to function best? Are the significant relationships in their work enhancing rather than detracting from their performance? Is the physical environment contributing to their productivity, or is it making them sick? How can the work environment be managed to ensure that it is a positive experience for people, contributing to a positive rather than negative disposition? Arguably any activity which does not contribute to any of these four is not contributing to the success of the individual, and hence the success of the organisation, and the organisation should therefore question abandoning them. If you were to ask these questions with regard to the policies and practices that HRM currently employs, it would be interesting to see how many passed the test and remained.

Sustainability is the hottest topic and it’s a pleasure to publish this blog from guest writer, Mark McCullough, marketing manager at Lexmark Canada.

Sustainability is a big buzz-word in today’s business world but what does it mean from an IT perspective? It goes without saying that engineering a “green� corporate environment must involve the entire organization, however, there are numerous ways the IT team can implement sustainable practices.

Monitor your Output

Establishing a responsible approach to printing is one of the easiest ways to make a significant reduction to your office’s carbon footprint. Think about how often a user prints a multi-page article when he only needs the information contained on a single page, or the amount of documents printed in error, or how many printed pages are often abandoned at a workstation. Most enterprise printing devices today contain several easy to use solutions that help foster a more intelligent approach to printing. For example, features like “Proof then Print� require users to preview the document prior to initiating the print feature, reducing waste resulting from unwanted pages. In addition to the obvious sustainability benefit of examining your printing processes, there is also a significant financial advantage realized when you encourage more responsible printing.

Recycle, Recycle, Recycle

It’s relatively easy to recycle the paper waste your office generates. The same principles should be applied to other functions in the office. For example, what do you do with old computers, faxes and printers once they’ve been replaced with newer models? Many manufacturers offer free “end-of-life� recycling solutions where your old equipment will be collected, brought to a dedicated recycling facility and, in most cases, turned into a new product in some capacity. This is also true of the materials in your office technology—for example, toner, ink, fax ribbons, computer chips. The more you can incorporate recycling throughout your technology environment, the more you will do your part to lower your organization’s carbon footprint.

Consider the Cloud

One way to reduce the amount of electricity your company consumes is to move some of your data off-premise and to the cloud. With fewer servers on-site, you can cut down on your electricity bill—in some cases, significantly. According to a recent study conducted by Pike Research (Link to: http://www.pikeresearch.com/newsroom/cloud-computing-could-cut-data-center-energy-consumption-by-nearly-one-third-by-2020?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+PikeResearchNewsroom+%28Pike+Research+%C2%BB+Newsroom%29), data center power consumption will decrease 31 percent between 2010 and 2020 as a result of the cloud computing model.

More Mobility

It’s an investment up front, but arming employees with technology to make them more mobile can also reduce your consumption overhead. For example, giving employees laptops to replace their desktops enables them to be just as productive from home as they would be at the office. With more mobile technology, when workers need to work late to complete a project they tend to leave the office at a normal time and pick the job back up at home. This allows companies to cut costs associated with keeping electricity and heat/AC running late, which is an unexpected green benefit.

Police your Policies

A lot of organizations have set policies governing technology use but IT managers aren’t always good about enforcing them. To foster sustainability within your organization, make sure employees are adhering to these by sending frequent reminders asking them to turn their computers off at night, make sure printers, faxes and other devices are set to power-saving mode and that desk lamps and all other technologies at individual workstations are turned off at the end of the day.

Sustainability is increasingly becoming an area of focus across the organization. By taking steps to ensure your IT practices include as many “green� components as possible, you can help your company achieve its larger corporate sustainability goals.

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