Working Practices
Working Practices – Setting Clear Standards at Work
Every workplace needs some ground rules.
Employees need to understand what is expected of them, how things are done and the standards they are expected to meet. Managers also need something clear to refer back to when expectations are not being met.
This does not mean creating rules for the sake of having rules. Good Working Practices should reflect how your organisation actually operates and provides a practical framework for employees and managers.
Why are Working Practices important?
Many workplace problems start because expectations have never been made clear.
An employer may consider something to be obvious – such as arriving ready to start work on time, reporting absence personally, limiting personal mobile phone use or following a particular holiday booking process. An employee may have a completely different understanding.
It is much easier to manage an issue where the expected standard has already been clearly communicated.
Working Practices can help you:
explain the standards of conduct and behaviour expected at work;
set out practical rules and procedures employees are expected to follow;
create consistency across the organisation;
give managers something clear to refer to when dealing with concerns;
reduce misunderstandings about what is and is not acceptable; and
support informal or formal action where standards are not met.
They also help employees. People generally work better when they understand what is expected of them and know where to find information about how the organisation operates.
Most employees want to conduct themselves appropriately at work and do not set out to be disruptive or break rules. They can only do this if they know what is expected of them.
Most employees want to behave appropriately at work and do not set out to be disruptive or break rules. To do that, they need clear information about the standards expected of them and where the boundaries are.
What should Working Practices cover?
Working Practices will vary depending on the organisation, industry and working environment.
They may cover everyday standards such as conduct and behaviour, customer care, punctuality, use of mobile phones, dress and personal presentation, use of company premises and equipment, IT and social media, relationships at work, smoking and vaping, alcohol and drugs, gifts and hospitality and other practical workplace expectations.
They can also set out important practical arrangements such as:
how holidays are requested and authorised;
how employees must report sickness or other absence;
what information employees need to provide;
working hours and place of work;
expenses and business travel; and
other day-to-day employment arrangements.
The aim is not to anticipate every possible situation. It is to provide a clear framework for the things that matter to your organisation
Make the standards clear
If something matters, do not rely on employees simply knowing it.
For example, if employees must telephone their manager when they are absent rather than send a text message, say so. If personal mobiles should not be used during working time, make that clear. If employees must obtain permission before booking a holiday, explain the procedure.
The clearer the standard, the easier it is for employees to follow it and for managers to address situations where it is not followed.
Your rules should also be reasonable and proportionate. Avoid creating unnecessary restrictions that serve no real business purpose.
Communicate and apply your standards
Having Working Practices sitting in a handbook is only part of the process.
Employees should know where to find them and be required to familiarise themselves with the standards that apply to them. Ideally, they should form part of your induction and onboarding process, and important rules may also need to be reinforced during team meetings or when working arrangements change.
Managers should apply standards consistently, while still taking account of individual circumstances.
Not every breach needs to become a disciplinary matter. Minor concerns can often be dealt with through a straightforward conversation, clarification of the expected standard or informal guidance.
More serious concerns, or repeated failure to meet a standard, may need to be dealt with formally under the organisation's disciplinary procedure. This approach is also reflected in the Working Practices Handbook template.
Keep Working Practices under review
Businesses change, and Working Practices should change with them.
New technology, different ways of working, growth of the business or simply experience of what works in practice may mean that standards need to be amended or new rules introduced.
Review your Working Practices periodically and update them when necessary. Where changes affect employees, make sure they are communicated clearly.
The objective is simple: people should understand how things work, what is expected of them and where the boundaries are.
Further resources:
Bundle – Employee Handbook – Working Practices