1. Instead of assuming that ‘interpersonal problems’ within teams will disappear, we take responsibility for addressing problems early. When employers provide support for proactive interventions to build team’s own ability to solve problems and cooperate, it pays off in the long run.
2. Flexibility of working hours and location is the norm, wherever feasible, rather than treated as a special right. Sure, the ‘All Roles Flex’ policy of Telstra, PwC and the Victorian Public Sector Commission is not possible in some other industries, but let’s start from the assumption of ‘flex’ rather than ‘fixed’.
3. The “rainmaker” immunity for the consequences of bad behaviour no longer holds sway. Rainmakers – individuals whose income-producing capacity is revered – should be held responsible for any bullying or harassing behaviours, just the way their lesser-performing colleagues are. Rainmakers must be required by their peers, reports and Boards to “walk the talk” in company values.
4. Recognition of the importance of procedural fairness in all investigations, and the national accreditation of investigators to ensure a consistent standard across the industry.
5. The end of the gender pay gap, which is 23% in Australia, according to the latest data. We also hope for continued reduction in underemployment (insufficient hours of work), which impacts women more than men (9.4% of the female workforce vs 5.7% of male workers).
6. We all keep an eye on our colleagues’ long working hours, and encourage them to work smarter not harder – for their mental health and equality, and to model work/life balance for everyone.
7. The phrase “political correctness” has lost all traction. We so often hear ‘political correctness’ used as an excuse to shut down diversity and inclusion, ignore LGBTI and race issues, and silence people raising valid concerns.
8. Hot-desking workplaces ensure that trust, cooperation and healthy relationships are actively supported, to combat the negative consequences of employees having no fixed spot to work.
9. Given that many workplaces are distributed across different geographic locations, and technology has broken down boundaries, let’s think more creatively about distributed leadership models. According to recent research from MIT, leadership practices need to be more collaborative, networked and decentralised.
10. We all take proper breaks to recharge – turn off those phones! – to build our resilience to the tough times, improve productivity and improve health and safety outcomes.
Thank you for working with Worklogic over the last 10 years to build safe, healthy and productive workplaces. Here’s cheers to another 10 years of great workplace outcomes!
About Rose Bryant-Smith
Rose Bryant-Smith is the co-founder and director of Worklogic. She is passionate about building ethical, productive and innovative workplaces. Rose leads projects about organisational ethics, risk management, corporate governance and organisational performance.
Worklogic works with employers to resolve workplace complaints and create a positive culture at work.
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