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copyThe Work Foundation
Stephen Bevan Director Centre for Workforce Effectiveness
The Work Foundation amp
Honorary Professor Lancaster University
The Ethical amp Moral Contract
Themes
bull A crisis of trust in Institutions
bull HR as lsquoMoral Compassrsquo
bull lsquoGood Workrsquo amp Engagement
bull Reconnecting with Business lsquoPurposersquo
copyThe Work Foundation
copyThe Work Foundation
Crisis of Trust In Our Institutions
bull Issues of business purpose and leadership
and of morality transparency and trust
ndash The Banking System
ndash The Catholic Church
ndash BP ndash Gulf of Mexico
ndash Political Institutions
HR as lsquoMoral Compassrsquo
copyThe Work Foundation
Leadership
Development
Executive
Remuneration
Complicity
through
Inaction
Traditional lsquoEthical stewardshiprsquo role of HR
bull Employment regulation minimum standards
of conduct with an ethical underpinning based
on standards of decency and fairness
bull Dealing with managers who have an
impatience with the restrictive rules of HR
bull What is the HR role when there is something
more sinister or systemic going on in a
business
copyThe Work Foundation
Example 1 Leadership Development
bull HR knows the leadership competencies
behaviours and values which drive employee
engagement and deliver high-performance
working
bull Process for appointing the most senior leaders
can sometimes ignore all of this good evidence
and use different criteria
bull Can be a point at which HR influence over good
practice evaporates
copyThe Work Foundation
Example 2 Executive Remuneration
bull Are the deliberations of remuneration committees are
informed in any substantive way by the advice of HR
specialists
bull Risks of bonuses or share options containing
lsquoperversersquo incentives or focusing too much on short-
term gain or ignoring the wider principles of
distributive justice within the business
bull HR faces a big challenge if it is to re-establish a
credible and moderating influence
copyThe Work Foundation
Example 3 Complicity Through Inaction
bull Many HR professionals have seen systematic
bad practice in recent times
bull Others may have felt unable to challenge
unethical decisions which have been driven
by aggressive business targets or the
clamour for survival
bull Would more willingness to speak out by some
in HR roles might have had a mitigating
effect
copyThe Work Foundation
HR as lsquoMoral Compassrsquo
copyThe Work Foundation
Todayrsquos crisis of confidence in
business ethics is the true test of
whether HR has any strategic
influence over business strategy
and corporate behaviour
lsquoGood Workrsquo and Engagement
copyThe Work Foundation
copyThe Work Foundation
A working definition of ldquoGood Workrdquo
bull Employment security
bull Control over the content amp pace of work
bull ldquoTask discretionrdquo and interestingchallenging work
bull A proper balance between effort and reward
bull Procedural justice
bull Learning amp growth opportunities
bull High trust relationships (ldquosocial capitalrdquo) collective
and individual voice
copyThe Work Foundation
Meaning amp Purpose
copyThe Work Foundation
More than just a jobhellip
bull Itrsquos hard to imagine lsquogood workrsquo that is
meaningless
bull People are looking for more than a job - they
are seeking meaning from the work they do
bull This principle applies universally
bull Financial goals may well be intrinsic they are
not sufficient as a definition of purpose
copyThe Work Foundation
The Explicit lsquoDealrsquo
copyThe Work Foundation
Pay is importanthellipbut
bull hellipother factors matter to people too such as
bull Transparency fairness amp justice at work
bull Mutuality ndash with a focus on ER
bull Flexibility
bull Investment in skills diversity and
employability
copyThe Work Foundation
lsquoFairnessrsquo ndash Key Concepts
bull Justice (balance procedural distributive)
bull Meritocracy
bull Due desert for discretionary effort
(ldquoI eat what I killrdquo)
bull Proportionality
bull Equity
copyThe Work Foundation
The Implicit lsquoDealrsquo
copyThe Work Foundation
Investing in Engagement
bull Starting point for engaging employees is making the
connection to the purpose of the organisation and
their part in it
bull Leaders must convey this purpose with clarity
consistency and authenticity
bull Line managers are key to achieving the potential
double benefit of improved performance and an
engaged workforce who feel with conviction that the
organisation is a good place to work
copyThe Work Foundation
Job Quality
bull Autonomy
bull Task discretion
bull Variety
bull Control
bull hellipall strongly linked to discretionary effort
performance retention and both physical amp
mental health and resilience
copyThe Work Foundation
UK workers report limited job control
0
10
20
30
40
50
60
SE
NL
AT
DK FI
MT
DE
LU SI
BE
HU
FR EE
EU
-27 IE IT CZ
SK PL
LV PT
RO
UK
CY
BG EL
LT ES
Source European Working Conditions Survey
copyThe Work Foundation
When Work Goes
copyThe Work Foundation
Is Any Job a lsquoGood Jobrsquo
bull Just how much work means to people is clear
when there is no work
bull Redundancy and lsquoGood Workrsquo are not
incompatible
bull Financial crisis has highlighted many
examples where open dialogue flexibility amp
giving employees a voice has cushioned the
blow of job loss
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
Themes
bull A crisis of trust in Institutions
bull HR as lsquoMoral Compassrsquo
bull lsquoGood Workrsquo amp Engagement
bull Reconnecting with Business lsquoPurposersquo
copyThe Work Foundation
copyThe Work Foundation
Crisis of Trust In Our Institutions
bull Issues of business purpose and leadership
and of morality transparency and trust
ndash The Banking System
ndash The Catholic Church
ndash BP ndash Gulf of Mexico
ndash Political Institutions
HR as lsquoMoral Compassrsquo
copyThe Work Foundation
Leadership
Development
Executive
Remuneration
Complicity
through
Inaction
Traditional lsquoEthical stewardshiprsquo role of HR
bull Employment regulation minimum standards
of conduct with an ethical underpinning based
on standards of decency and fairness
bull Dealing with managers who have an
impatience with the restrictive rules of HR
bull What is the HR role when there is something
more sinister or systemic going on in a
business
copyThe Work Foundation
Example 1 Leadership Development
bull HR knows the leadership competencies
behaviours and values which drive employee
engagement and deliver high-performance
working
bull Process for appointing the most senior leaders
can sometimes ignore all of this good evidence
and use different criteria
bull Can be a point at which HR influence over good
practice evaporates
copyThe Work Foundation
Example 2 Executive Remuneration
bull Are the deliberations of remuneration committees are
informed in any substantive way by the advice of HR
specialists
bull Risks of bonuses or share options containing
lsquoperversersquo incentives or focusing too much on short-
term gain or ignoring the wider principles of
distributive justice within the business
bull HR faces a big challenge if it is to re-establish a
credible and moderating influence
copyThe Work Foundation
Example 3 Complicity Through Inaction
bull Many HR professionals have seen systematic
bad practice in recent times
bull Others may have felt unable to challenge
unethical decisions which have been driven
by aggressive business targets or the
clamour for survival
bull Would more willingness to speak out by some
in HR roles might have had a mitigating
effect
copyThe Work Foundation
HR as lsquoMoral Compassrsquo
copyThe Work Foundation
Todayrsquos crisis of confidence in
business ethics is the true test of
whether HR has any strategic
influence over business strategy
and corporate behaviour
lsquoGood Workrsquo and Engagement
copyThe Work Foundation
copyThe Work Foundation
A working definition of ldquoGood Workrdquo
bull Employment security
bull Control over the content amp pace of work
bull ldquoTask discretionrdquo and interestingchallenging work
bull A proper balance between effort and reward
bull Procedural justice
bull Learning amp growth opportunities
bull High trust relationships (ldquosocial capitalrdquo) collective
and individual voice
copyThe Work Foundation
Meaning amp Purpose
copyThe Work Foundation
More than just a jobhellip
bull Itrsquos hard to imagine lsquogood workrsquo that is
meaningless
bull People are looking for more than a job - they
are seeking meaning from the work they do
bull This principle applies universally
bull Financial goals may well be intrinsic they are
not sufficient as a definition of purpose
copyThe Work Foundation
The Explicit lsquoDealrsquo
copyThe Work Foundation
Pay is importanthellipbut
bull hellipother factors matter to people too such as
bull Transparency fairness amp justice at work
bull Mutuality ndash with a focus on ER
bull Flexibility
bull Investment in skills diversity and
employability
copyThe Work Foundation
lsquoFairnessrsquo ndash Key Concepts
bull Justice (balance procedural distributive)
bull Meritocracy
bull Due desert for discretionary effort
(ldquoI eat what I killrdquo)
bull Proportionality
bull Equity
copyThe Work Foundation
The Implicit lsquoDealrsquo
copyThe Work Foundation
Investing in Engagement
bull Starting point for engaging employees is making the
connection to the purpose of the organisation and
their part in it
bull Leaders must convey this purpose with clarity
consistency and authenticity
bull Line managers are key to achieving the potential
double benefit of improved performance and an
engaged workforce who feel with conviction that the
organisation is a good place to work
copyThe Work Foundation
Job Quality
bull Autonomy
bull Task discretion
bull Variety
bull Control
bull hellipall strongly linked to discretionary effort
performance retention and both physical amp
mental health and resilience
copyThe Work Foundation
UK workers report limited job control
0
10
20
30
40
50
60
SE
NL
AT
DK FI
MT
DE
LU SI
BE
HU
FR EE
EU
-27 IE IT CZ
SK PL
LV PT
RO
UK
CY
BG EL
LT ES
Source European Working Conditions Survey
copyThe Work Foundation
When Work Goes
copyThe Work Foundation
Is Any Job a lsquoGood Jobrsquo
bull Just how much work means to people is clear
when there is no work
bull Redundancy and lsquoGood Workrsquo are not
incompatible
bull Financial crisis has highlighted many
examples where open dialogue flexibility amp
giving employees a voice has cushioned the
blow of job loss
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
copyThe Work Foundation
Crisis of Trust In Our Institutions
bull Issues of business purpose and leadership
and of morality transparency and trust
ndash The Banking System
ndash The Catholic Church
ndash BP ndash Gulf of Mexico
ndash Political Institutions
HR as lsquoMoral Compassrsquo
copyThe Work Foundation
Leadership
Development
Executive
Remuneration
Complicity
through
Inaction
Traditional lsquoEthical stewardshiprsquo role of HR
bull Employment regulation minimum standards
of conduct with an ethical underpinning based
on standards of decency and fairness
bull Dealing with managers who have an
impatience with the restrictive rules of HR
bull What is the HR role when there is something
more sinister or systemic going on in a
business
copyThe Work Foundation
Example 1 Leadership Development
bull HR knows the leadership competencies
behaviours and values which drive employee
engagement and deliver high-performance
working
bull Process for appointing the most senior leaders
can sometimes ignore all of this good evidence
and use different criteria
bull Can be a point at which HR influence over good
practice evaporates
copyThe Work Foundation
Example 2 Executive Remuneration
bull Are the deliberations of remuneration committees are
informed in any substantive way by the advice of HR
specialists
bull Risks of bonuses or share options containing
lsquoperversersquo incentives or focusing too much on short-
term gain or ignoring the wider principles of
distributive justice within the business
bull HR faces a big challenge if it is to re-establish a
credible and moderating influence
copyThe Work Foundation
Example 3 Complicity Through Inaction
bull Many HR professionals have seen systematic
bad practice in recent times
bull Others may have felt unable to challenge
unethical decisions which have been driven
by aggressive business targets or the
clamour for survival
bull Would more willingness to speak out by some
in HR roles might have had a mitigating
effect
copyThe Work Foundation
HR as lsquoMoral Compassrsquo
copyThe Work Foundation
Todayrsquos crisis of confidence in
business ethics is the true test of
whether HR has any strategic
influence over business strategy
and corporate behaviour
lsquoGood Workrsquo and Engagement
copyThe Work Foundation
copyThe Work Foundation
A working definition of ldquoGood Workrdquo
bull Employment security
bull Control over the content amp pace of work
bull ldquoTask discretionrdquo and interestingchallenging work
bull A proper balance between effort and reward
bull Procedural justice
bull Learning amp growth opportunities
bull High trust relationships (ldquosocial capitalrdquo) collective
and individual voice
copyThe Work Foundation
Meaning amp Purpose
copyThe Work Foundation
More than just a jobhellip
bull Itrsquos hard to imagine lsquogood workrsquo that is
meaningless
bull People are looking for more than a job - they
are seeking meaning from the work they do
bull This principle applies universally
bull Financial goals may well be intrinsic they are
not sufficient as a definition of purpose
copyThe Work Foundation
The Explicit lsquoDealrsquo
copyThe Work Foundation
Pay is importanthellipbut
bull hellipother factors matter to people too such as
bull Transparency fairness amp justice at work
bull Mutuality ndash with a focus on ER
bull Flexibility
bull Investment in skills diversity and
employability
copyThe Work Foundation
lsquoFairnessrsquo ndash Key Concepts
bull Justice (balance procedural distributive)
bull Meritocracy
bull Due desert for discretionary effort
(ldquoI eat what I killrdquo)
bull Proportionality
bull Equity
copyThe Work Foundation
The Implicit lsquoDealrsquo
copyThe Work Foundation
Investing in Engagement
bull Starting point for engaging employees is making the
connection to the purpose of the organisation and
their part in it
bull Leaders must convey this purpose with clarity
consistency and authenticity
bull Line managers are key to achieving the potential
double benefit of improved performance and an
engaged workforce who feel with conviction that the
organisation is a good place to work
copyThe Work Foundation
Job Quality
bull Autonomy
bull Task discretion
bull Variety
bull Control
bull hellipall strongly linked to discretionary effort
performance retention and both physical amp
mental health and resilience
copyThe Work Foundation
UK workers report limited job control
0
10
20
30
40
50
60
SE
NL
AT
DK FI
MT
DE
LU SI
BE
HU
FR EE
EU
-27 IE IT CZ
SK PL
LV PT
RO
UK
CY
BG EL
LT ES
Source European Working Conditions Survey
copyThe Work Foundation
When Work Goes
copyThe Work Foundation
Is Any Job a lsquoGood Jobrsquo
bull Just how much work means to people is clear
when there is no work
bull Redundancy and lsquoGood Workrsquo are not
incompatible
bull Financial crisis has highlighted many
examples where open dialogue flexibility amp
giving employees a voice has cushioned the
blow of job loss
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
HR as lsquoMoral Compassrsquo
copyThe Work Foundation
Leadership
Development
Executive
Remuneration
Complicity
through
Inaction
Traditional lsquoEthical stewardshiprsquo role of HR
bull Employment regulation minimum standards
of conduct with an ethical underpinning based
on standards of decency and fairness
bull Dealing with managers who have an
impatience with the restrictive rules of HR
bull What is the HR role when there is something
more sinister or systemic going on in a
business
copyThe Work Foundation
Example 1 Leadership Development
bull HR knows the leadership competencies
behaviours and values which drive employee
engagement and deliver high-performance
working
bull Process for appointing the most senior leaders
can sometimes ignore all of this good evidence
and use different criteria
bull Can be a point at which HR influence over good
practice evaporates
copyThe Work Foundation
Example 2 Executive Remuneration
bull Are the deliberations of remuneration committees are
informed in any substantive way by the advice of HR
specialists
bull Risks of bonuses or share options containing
lsquoperversersquo incentives or focusing too much on short-
term gain or ignoring the wider principles of
distributive justice within the business
bull HR faces a big challenge if it is to re-establish a
credible and moderating influence
copyThe Work Foundation
Example 3 Complicity Through Inaction
bull Many HR professionals have seen systematic
bad practice in recent times
bull Others may have felt unable to challenge
unethical decisions which have been driven
by aggressive business targets or the
clamour for survival
bull Would more willingness to speak out by some
in HR roles might have had a mitigating
effect
copyThe Work Foundation
HR as lsquoMoral Compassrsquo
copyThe Work Foundation
Todayrsquos crisis of confidence in
business ethics is the true test of
whether HR has any strategic
influence over business strategy
and corporate behaviour
lsquoGood Workrsquo and Engagement
copyThe Work Foundation
copyThe Work Foundation
A working definition of ldquoGood Workrdquo
bull Employment security
bull Control over the content amp pace of work
bull ldquoTask discretionrdquo and interestingchallenging work
bull A proper balance between effort and reward
bull Procedural justice
bull Learning amp growth opportunities
bull High trust relationships (ldquosocial capitalrdquo) collective
and individual voice
copyThe Work Foundation
Meaning amp Purpose
copyThe Work Foundation
More than just a jobhellip
bull Itrsquos hard to imagine lsquogood workrsquo that is
meaningless
bull People are looking for more than a job - they
are seeking meaning from the work they do
bull This principle applies universally
bull Financial goals may well be intrinsic they are
not sufficient as a definition of purpose
copyThe Work Foundation
The Explicit lsquoDealrsquo
copyThe Work Foundation
Pay is importanthellipbut
bull hellipother factors matter to people too such as
bull Transparency fairness amp justice at work
bull Mutuality ndash with a focus on ER
bull Flexibility
bull Investment in skills diversity and
employability
copyThe Work Foundation
lsquoFairnessrsquo ndash Key Concepts
bull Justice (balance procedural distributive)
bull Meritocracy
bull Due desert for discretionary effort
(ldquoI eat what I killrdquo)
bull Proportionality
bull Equity
copyThe Work Foundation
The Implicit lsquoDealrsquo
copyThe Work Foundation
Investing in Engagement
bull Starting point for engaging employees is making the
connection to the purpose of the organisation and
their part in it
bull Leaders must convey this purpose with clarity
consistency and authenticity
bull Line managers are key to achieving the potential
double benefit of improved performance and an
engaged workforce who feel with conviction that the
organisation is a good place to work
copyThe Work Foundation
Job Quality
bull Autonomy
bull Task discretion
bull Variety
bull Control
bull hellipall strongly linked to discretionary effort
performance retention and both physical amp
mental health and resilience
copyThe Work Foundation
UK workers report limited job control
0
10
20
30
40
50
60
SE
NL
AT
DK FI
MT
DE
LU SI
BE
HU
FR EE
EU
-27 IE IT CZ
SK PL
LV PT
RO
UK
CY
BG EL
LT ES
Source European Working Conditions Survey
copyThe Work Foundation
When Work Goes
copyThe Work Foundation
Is Any Job a lsquoGood Jobrsquo
bull Just how much work means to people is clear
when there is no work
bull Redundancy and lsquoGood Workrsquo are not
incompatible
bull Financial crisis has highlighted many
examples where open dialogue flexibility amp
giving employees a voice has cushioned the
blow of job loss
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
Traditional lsquoEthical stewardshiprsquo role of HR
bull Employment regulation minimum standards
of conduct with an ethical underpinning based
on standards of decency and fairness
bull Dealing with managers who have an
impatience with the restrictive rules of HR
bull What is the HR role when there is something
more sinister or systemic going on in a
business
copyThe Work Foundation
Example 1 Leadership Development
bull HR knows the leadership competencies
behaviours and values which drive employee
engagement and deliver high-performance
working
bull Process for appointing the most senior leaders
can sometimes ignore all of this good evidence
and use different criteria
bull Can be a point at which HR influence over good
practice evaporates
copyThe Work Foundation
Example 2 Executive Remuneration
bull Are the deliberations of remuneration committees are
informed in any substantive way by the advice of HR
specialists
bull Risks of bonuses or share options containing
lsquoperversersquo incentives or focusing too much on short-
term gain or ignoring the wider principles of
distributive justice within the business
bull HR faces a big challenge if it is to re-establish a
credible and moderating influence
copyThe Work Foundation
Example 3 Complicity Through Inaction
bull Many HR professionals have seen systematic
bad practice in recent times
bull Others may have felt unable to challenge
unethical decisions which have been driven
by aggressive business targets or the
clamour for survival
bull Would more willingness to speak out by some
in HR roles might have had a mitigating
effect
copyThe Work Foundation
HR as lsquoMoral Compassrsquo
copyThe Work Foundation
Todayrsquos crisis of confidence in
business ethics is the true test of
whether HR has any strategic
influence over business strategy
and corporate behaviour
lsquoGood Workrsquo and Engagement
copyThe Work Foundation
copyThe Work Foundation
A working definition of ldquoGood Workrdquo
bull Employment security
bull Control over the content amp pace of work
bull ldquoTask discretionrdquo and interestingchallenging work
bull A proper balance between effort and reward
bull Procedural justice
bull Learning amp growth opportunities
bull High trust relationships (ldquosocial capitalrdquo) collective
and individual voice
copyThe Work Foundation
Meaning amp Purpose
copyThe Work Foundation
More than just a jobhellip
bull Itrsquos hard to imagine lsquogood workrsquo that is
meaningless
bull People are looking for more than a job - they
are seeking meaning from the work they do
bull This principle applies universally
bull Financial goals may well be intrinsic they are
not sufficient as a definition of purpose
copyThe Work Foundation
The Explicit lsquoDealrsquo
copyThe Work Foundation
Pay is importanthellipbut
bull hellipother factors matter to people too such as
bull Transparency fairness amp justice at work
bull Mutuality ndash with a focus on ER
bull Flexibility
bull Investment in skills diversity and
employability
copyThe Work Foundation
lsquoFairnessrsquo ndash Key Concepts
bull Justice (balance procedural distributive)
bull Meritocracy
bull Due desert for discretionary effort
(ldquoI eat what I killrdquo)
bull Proportionality
bull Equity
copyThe Work Foundation
The Implicit lsquoDealrsquo
copyThe Work Foundation
Investing in Engagement
bull Starting point for engaging employees is making the
connection to the purpose of the organisation and
their part in it
bull Leaders must convey this purpose with clarity
consistency and authenticity
bull Line managers are key to achieving the potential
double benefit of improved performance and an
engaged workforce who feel with conviction that the
organisation is a good place to work
copyThe Work Foundation
Job Quality
bull Autonomy
bull Task discretion
bull Variety
bull Control
bull hellipall strongly linked to discretionary effort
performance retention and both physical amp
mental health and resilience
copyThe Work Foundation
UK workers report limited job control
0
10
20
30
40
50
60
SE
NL
AT
DK FI
MT
DE
LU SI
BE
HU
FR EE
EU
-27 IE IT CZ
SK PL
LV PT
RO
UK
CY
BG EL
LT ES
Source European Working Conditions Survey
copyThe Work Foundation
When Work Goes
copyThe Work Foundation
Is Any Job a lsquoGood Jobrsquo
bull Just how much work means to people is clear
when there is no work
bull Redundancy and lsquoGood Workrsquo are not
incompatible
bull Financial crisis has highlighted many
examples where open dialogue flexibility amp
giving employees a voice has cushioned the
blow of job loss
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
Example 1 Leadership Development
bull HR knows the leadership competencies
behaviours and values which drive employee
engagement and deliver high-performance
working
bull Process for appointing the most senior leaders
can sometimes ignore all of this good evidence
and use different criteria
bull Can be a point at which HR influence over good
practice evaporates
copyThe Work Foundation
Example 2 Executive Remuneration
bull Are the deliberations of remuneration committees are
informed in any substantive way by the advice of HR
specialists
bull Risks of bonuses or share options containing
lsquoperversersquo incentives or focusing too much on short-
term gain or ignoring the wider principles of
distributive justice within the business
bull HR faces a big challenge if it is to re-establish a
credible and moderating influence
copyThe Work Foundation
Example 3 Complicity Through Inaction
bull Many HR professionals have seen systematic
bad practice in recent times
bull Others may have felt unable to challenge
unethical decisions which have been driven
by aggressive business targets or the
clamour for survival
bull Would more willingness to speak out by some
in HR roles might have had a mitigating
effect
copyThe Work Foundation
HR as lsquoMoral Compassrsquo
copyThe Work Foundation
Todayrsquos crisis of confidence in
business ethics is the true test of
whether HR has any strategic
influence over business strategy
and corporate behaviour
lsquoGood Workrsquo and Engagement
copyThe Work Foundation
copyThe Work Foundation
A working definition of ldquoGood Workrdquo
bull Employment security
bull Control over the content amp pace of work
bull ldquoTask discretionrdquo and interestingchallenging work
bull A proper balance between effort and reward
bull Procedural justice
bull Learning amp growth opportunities
bull High trust relationships (ldquosocial capitalrdquo) collective
and individual voice
copyThe Work Foundation
Meaning amp Purpose
copyThe Work Foundation
More than just a jobhellip
bull Itrsquos hard to imagine lsquogood workrsquo that is
meaningless
bull People are looking for more than a job - they
are seeking meaning from the work they do
bull This principle applies universally
bull Financial goals may well be intrinsic they are
not sufficient as a definition of purpose
copyThe Work Foundation
The Explicit lsquoDealrsquo
copyThe Work Foundation
Pay is importanthellipbut
bull hellipother factors matter to people too such as
bull Transparency fairness amp justice at work
bull Mutuality ndash with a focus on ER
bull Flexibility
bull Investment in skills diversity and
employability
copyThe Work Foundation
lsquoFairnessrsquo ndash Key Concepts
bull Justice (balance procedural distributive)
bull Meritocracy
bull Due desert for discretionary effort
(ldquoI eat what I killrdquo)
bull Proportionality
bull Equity
copyThe Work Foundation
The Implicit lsquoDealrsquo
copyThe Work Foundation
Investing in Engagement
bull Starting point for engaging employees is making the
connection to the purpose of the organisation and
their part in it
bull Leaders must convey this purpose with clarity
consistency and authenticity
bull Line managers are key to achieving the potential
double benefit of improved performance and an
engaged workforce who feel with conviction that the
organisation is a good place to work
copyThe Work Foundation
Job Quality
bull Autonomy
bull Task discretion
bull Variety
bull Control
bull hellipall strongly linked to discretionary effort
performance retention and both physical amp
mental health and resilience
copyThe Work Foundation
UK workers report limited job control
0
10
20
30
40
50
60
SE
NL
AT
DK FI
MT
DE
LU SI
BE
HU
FR EE
EU
-27 IE IT CZ
SK PL
LV PT
RO
UK
CY
BG EL
LT ES
Source European Working Conditions Survey
copyThe Work Foundation
When Work Goes
copyThe Work Foundation
Is Any Job a lsquoGood Jobrsquo
bull Just how much work means to people is clear
when there is no work
bull Redundancy and lsquoGood Workrsquo are not
incompatible
bull Financial crisis has highlighted many
examples where open dialogue flexibility amp
giving employees a voice has cushioned the
blow of job loss
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
Example 2 Executive Remuneration
bull Are the deliberations of remuneration committees are
informed in any substantive way by the advice of HR
specialists
bull Risks of bonuses or share options containing
lsquoperversersquo incentives or focusing too much on short-
term gain or ignoring the wider principles of
distributive justice within the business
bull HR faces a big challenge if it is to re-establish a
credible and moderating influence
copyThe Work Foundation
Example 3 Complicity Through Inaction
bull Many HR professionals have seen systematic
bad practice in recent times
bull Others may have felt unable to challenge
unethical decisions which have been driven
by aggressive business targets or the
clamour for survival
bull Would more willingness to speak out by some
in HR roles might have had a mitigating
effect
copyThe Work Foundation
HR as lsquoMoral Compassrsquo
copyThe Work Foundation
Todayrsquos crisis of confidence in
business ethics is the true test of
whether HR has any strategic
influence over business strategy
and corporate behaviour
lsquoGood Workrsquo and Engagement
copyThe Work Foundation
copyThe Work Foundation
A working definition of ldquoGood Workrdquo
bull Employment security
bull Control over the content amp pace of work
bull ldquoTask discretionrdquo and interestingchallenging work
bull A proper balance between effort and reward
bull Procedural justice
bull Learning amp growth opportunities
bull High trust relationships (ldquosocial capitalrdquo) collective
and individual voice
copyThe Work Foundation
Meaning amp Purpose
copyThe Work Foundation
More than just a jobhellip
bull Itrsquos hard to imagine lsquogood workrsquo that is
meaningless
bull People are looking for more than a job - they
are seeking meaning from the work they do
bull This principle applies universally
bull Financial goals may well be intrinsic they are
not sufficient as a definition of purpose
copyThe Work Foundation
The Explicit lsquoDealrsquo
copyThe Work Foundation
Pay is importanthellipbut
bull hellipother factors matter to people too such as
bull Transparency fairness amp justice at work
bull Mutuality ndash with a focus on ER
bull Flexibility
bull Investment in skills diversity and
employability
copyThe Work Foundation
lsquoFairnessrsquo ndash Key Concepts
bull Justice (balance procedural distributive)
bull Meritocracy
bull Due desert for discretionary effort
(ldquoI eat what I killrdquo)
bull Proportionality
bull Equity
copyThe Work Foundation
The Implicit lsquoDealrsquo
copyThe Work Foundation
Investing in Engagement
bull Starting point for engaging employees is making the
connection to the purpose of the organisation and
their part in it
bull Leaders must convey this purpose with clarity
consistency and authenticity
bull Line managers are key to achieving the potential
double benefit of improved performance and an
engaged workforce who feel with conviction that the
organisation is a good place to work
copyThe Work Foundation
Job Quality
bull Autonomy
bull Task discretion
bull Variety
bull Control
bull hellipall strongly linked to discretionary effort
performance retention and both physical amp
mental health and resilience
copyThe Work Foundation
UK workers report limited job control
0
10
20
30
40
50
60
SE
NL
AT
DK FI
MT
DE
LU SI
BE
HU
FR EE
EU
-27 IE IT CZ
SK PL
LV PT
RO
UK
CY
BG EL
LT ES
Source European Working Conditions Survey
copyThe Work Foundation
When Work Goes
copyThe Work Foundation
Is Any Job a lsquoGood Jobrsquo
bull Just how much work means to people is clear
when there is no work
bull Redundancy and lsquoGood Workrsquo are not
incompatible
bull Financial crisis has highlighted many
examples where open dialogue flexibility amp
giving employees a voice has cushioned the
blow of job loss
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
Example 3 Complicity Through Inaction
bull Many HR professionals have seen systematic
bad practice in recent times
bull Others may have felt unable to challenge
unethical decisions which have been driven
by aggressive business targets or the
clamour for survival
bull Would more willingness to speak out by some
in HR roles might have had a mitigating
effect
copyThe Work Foundation
HR as lsquoMoral Compassrsquo
copyThe Work Foundation
Todayrsquos crisis of confidence in
business ethics is the true test of
whether HR has any strategic
influence over business strategy
and corporate behaviour
lsquoGood Workrsquo and Engagement
copyThe Work Foundation
copyThe Work Foundation
A working definition of ldquoGood Workrdquo
bull Employment security
bull Control over the content amp pace of work
bull ldquoTask discretionrdquo and interestingchallenging work
bull A proper balance between effort and reward
bull Procedural justice
bull Learning amp growth opportunities
bull High trust relationships (ldquosocial capitalrdquo) collective
and individual voice
copyThe Work Foundation
Meaning amp Purpose
copyThe Work Foundation
More than just a jobhellip
bull Itrsquos hard to imagine lsquogood workrsquo that is
meaningless
bull People are looking for more than a job - they
are seeking meaning from the work they do
bull This principle applies universally
bull Financial goals may well be intrinsic they are
not sufficient as a definition of purpose
copyThe Work Foundation
The Explicit lsquoDealrsquo
copyThe Work Foundation
Pay is importanthellipbut
bull hellipother factors matter to people too such as
bull Transparency fairness amp justice at work
bull Mutuality ndash with a focus on ER
bull Flexibility
bull Investment in skills diversity and
employability
copyThe Work Foundation
lsquoFairnessrsquo ndash Key Concepts
bull Justice (balance procedural distributive)
bull Meritocracy
bull Due desert for discretionary effort
(ldquoI eat what I killrdquo)
bull Proportionality
bull Equity
copyThe Work Foundation
The Implicit lsquoDealrsquo
copyThe Work Foundation
Investing in Engagement
bull Starting point for engaging employees is making the
connection to the purpose of the organisation and
their part in it
bull Leaders must convey this purpose with clarity
consistency and authenticity
bull Line managers are key to achieving the potential
double benefit of improved performance and an
engaged workforce who feel with conviction that the
organisation is a good place to work
copyThe Work Foundation
Job Quality
bull Autonomy
bull Task discretion
bull Variety
bull Control
bull hellipall strongly linked to discretionary effort
performance retention and both physical amp
mental health and resilience
copyThe Work Foundation
UK workers report limited job control
0
10
20
30
40
50
60
SE
NL
AT
DK FI
MT
DE
LU SI
BE
HU
FR EE
EU
-27 IE IT CZ
SK PL
LV PT
RO
UK
CY
BG EL
LT ES
Source European Working Conditions Survey
copyThe Work Foundation
When Work Goes
copyThe Work Foundation
Is Any Job a lsquoGood Jobrsquo
bull Just how much work means to people is clear
when there is no work
bull Redundancy and lsquoGood Workrsquo are not
incompatible
bull Financial crisis has highlighted many
examples where open dialogue flexibility amp
giving employees a voice has cushioned the
blow of job loss
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
HR as lsquoMoral Compassrsquo
copyThe Work Foundation
Todayrsquos crisis of confidence in
business ethics is the true test of
whether HR has any strategic
influence over business strategy
and corporate behaviour
lsquoGood Workrsquo and Engagement
copyThe Work Foundation
copyThe Work Foundation
A working definition of ldquoGood Workrdquo
bull Employment security
bull Control over the content amp pace of work
bull ldquoTask discretionrdquo and interestingchallenging work
bull A proper balance between effort and reward
bull Procedural justice
bull Learning amp growth opportunities
bull High trust relationships (ldquosocial capitalrdquo) collective
and individual voice
copyThe Work Foundation
Meaning amp Purpose
copyThe Work Foundation
More than just a jobhellip
bull Itrsquos hard to imagine lsquogood workrsquo that is
meaningless
bull People are looking for more than a job - they
are seeking meaning from the work they do
bull This principle applies universally
bull Financial goals may well be intrinsic they are
not sufficient as a definition of purpose
copyThe Work Foundation
The Explicit lsquoDealrsquo
copyThe Work Foundation
Pay is importanthellipbut
bull hellipother factors matter to people too such as
bull Transparency fairness amp justice at work
bull Mutuality ndash with a focus on ER
bull Flexibility
bull Investment in skills diversity and
employability
copyThe Work Foundation
lsquoFairnessrsquo ndash Key Concepts
bull Justice (balance procedural distributive)
bull Meritocracy
bull Due desert for discretionary effort
(ldquoI eat what I killrdquo)
bull Proportionality
bull Equity
copyThe Work Foundation
The Implicit lsquoDealrsquo
copyThe Work Foundation
Investing in Engagement
bull Starting point for engaging employees is making the
connection to the purpose of the organisation and
their part in it
bull Leaders must convey this purpose with clarity
consistency and authenticity
bull Line managers are key to achieving the potential
double benefit of improved performance and an
engaged workforce who feel with conviction that the
organisation is a good place to work
copyThe Work Foundation
Job Quality
bull Autonomy
bull Task discretion
bull Variety
bull Control
bull hellipall strongly linked to discretionary effort
performance retention and both physical amp
mental health and resilience
copyThe Work Foundation
UK workers report limited job control
0
10
20
30
40
50
60
SE
NL
AT
DK FI
MT
DE
LU SI
BE
HU
FR EE
EU
-27 IE IT CZ
SK PL
LV PT
RO
UK
CY
BG EL
LT ES
Source European Working Conditions Survey
copyThe Work Foundation
When Work Goes
copyThe Work Foundation
Is Any Job a lsquoGood Jobrsquo
bull Just how much work means to people is clear
when there is no work
bull Redundancy and lsquoGood Workrsquo are not
incompatible
bull Financial crisis has highlighted many
examples where open dialogue flexibility amp
giving employees a voice has cushioned the
blow of job loss
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
lsquoGood Workrsquo and Engagement
copyThe Work Foundation
copyThe Work Foundation
A working definition of ldquoGood Workrdquo
bull Employment security
bull Control over the content amp pace of work
bull ldquoTask discretionrdquo and interestingchallenging work
bull A proper balance between effort and reward
bull Procedural justice
bull Learning amp growth opportunities
bull High trust relationships (ldquosocial capitalrdquo) collective
and individual voice
copyThe Work Foundation
Meaning amp Purpose
copyThe Work Foundation
More than just a jobhellip
bull Itrsquos hard to imagine lsquogood workrsquo that is
meaningless
bull People are looking for more than a job - they
are seeking meaning from the work they do
bull This principle applies universally
bull Financial goals may well be intrinsic they are
not sufficient as a definition of purpose
copyThe Work Foundation
The Explicit lsquoDealrsquo
copyThe Work Foundation
Pay is importanthellipbut
bull hellipother factors matter to people too such as
bull Transparency fairness amp justice at work
bull Mutuality ndash with a focus on ER
bull Flexibility
bull Investment in skills diversity and
employability
copyThe Work Foundation
lsquoFairnessrsquo ndash Key Concepts
bull Justice (balance procedural distributive)
bull Meritocracy
bull Due desert for discretionary effort
(ldquoI eat what I killrdquo)
bull Proportionality
bull Equity
copyThe Work Foundation
The Implicit lsquoDealrsquo
copyThe Work Foundation
Investing in Engagement
bull Starting point for engaging employees is making the
connection to the purpose of the organisation and
their part in it
bull Leaders must convey this purpose with clarity
consistency and authenticity
bull Line managers are key to achieving the potential
double benefit of improved performance and an
engaged workforce who feel with conviction that the
organisation is a good place to work
copyThe Work Foundation
Job Quality
bull Autonomy
bull Task discretion
bull Variety
bull Control
bull hellipall strongly linked to discretionary effort
performance retention and both physical amp
mental health and resilience
copyThe Work Foundation
UK workers report limited job control
0
10
20
30
40
50
60
SE
NL
AT
DK FI
MT
DE
LU SI
BE
HU
FR EE
EU
-27 IE IT CZ
SK PL
LV PT
RO
UK
CY
BG EL
LT ES
Source European Working Conditions Survey
copyThe Work Foundation
When Work Goes
copyThe Work Foundation
Is Any Job a lsquoGood Jobrsquo
bull Just how much work means to people is clear
when there is no work
bull Redundancy and lsquoGood Workrsquo are not
incompatible
bull Financial crisis has highlighted many
examples where open dialogue flexibility amp
giving employees a voice has cushioned the
blow of job loss
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
copyThe Work Foundation
A working definition of ldquoGood Workrdquo
bull Employment security
bull Control over the content amp pace of work
bull ldquoTask discretionrdquo and interestingchallenging work
bull A proper balance between effort and reward
bull Procedural justice
bull Learning amp growth opportunities
bull High trust relationships (ldquosocial capitalrdquo) collective
and individual voice
copyThe Work Foundation
Meaning amp Purpose
copyThe Work Foundation
More than just a jobhellip
bull Itrsquos hard to imagine lsquogood workrsquo that is
meaningless
bull People are looking for more than a job - they
are seeking meaning from the work they do
bull This principle applies universally
bull Financial goals may well be intrinsic they are
not sufficient as a definition of purpose
copyThe Work Foundation
The Explicit lsquoDealrsquo
copyThe Work Foundation
Pay is importanthellipbut
bull hellipother factors matter to people too such as
bull Transparency fairness amp justice at work
bull Mutuality ndash with a focus on ER
bull Flexibility
bull Investment in skills diversity and
employability
copyThe Work Foundation
lsquoFairnessrsquo ndash Key Concepts
bull Justice (balance procedural distributive)
bull Meritocracy
bull Due desert for discretionary effort
(ldquoI eat what I killrdquo)
bull Proportionality
bull Equity
copyThe Work Foundation
The Implicit lsquoDealrsquo
copyThe Work Foundation
Investing in Engagement
bull Starting point for engaging employees is making the
connection to the purpose of the organisation and
their part in it
bull Leaders must convey this purpose with clarity
consistency and authenticity
bull Line managers are key to achieving the potential
double benefit of improved performance and an
engaged workforce who feel with conviction that the
organisation is a good place to work
copyThe Work Foundation
Job Quality
bull Autonomy
bull Task discretion
bull Variety
bull Control
bull hellipall strongly linked to discretionary effort
performance retention and both physical amp
mental health and resilience
copyThe Work Foundation
UK workers report limited job control
0
10
20
30
40
50
60
SE
NL
AT
DK FI
MT
DE
LU SI
BE
HU
FR EE
EU
-27 IE IT CZ
SK PL
LV PT
RO
UK
CY
BG EL
LT ES
Source European Working Conditions Survey
copyThe Work Foundation
When Work Goes
copyThe Work Foundation
Is Any Job a lsquoGood Jobrsquo
bull Just how much work means to people is clear
when there is no work
bull Redundancy and lsquoGood Workrsquo are not
incompatible
bull Financial crisis has highlighted many
examples where open dialogue flexibility amp
giving employees a voice has cushioned the
blow of job loss
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
copyThe Work Foundation
Meaning amp Purpose
copyThe Work Foundation
More than just a jobhellip
bull Itrsquos hard to imagine lsquogood workrsquo that is
meaningless
bull People are looking for more than a job - they
are seeking meaning from the work they do
bull This principle applies universally
bull Financial goals may well be intrinsic they are
not sufficient as a definition of purpose
copyThe Work Foundation
The Explicit lsquoDealrsquo
copyThe Work Foundation
Pay is importanthellipbut
bull hellipother factors matter to people too such as
bull Transparency fairness amp justice at work
bull Mutuality ndash with a focus on ER
bull Flexibility
bull Investment in skills diversity and
employability
copyThe Work Foundation
lsquoFairnessrsquo ndash Key Concepts
bull Justice (balance procedural distributive)
bull Meritocracy
bull Due desert for discretionary effort
(ldquoI eat what I killrdquo)
bull Proportionality
bull Equity
copyThe Work Foundation
The Implicit lsquoDealrsquo
copyThe Work Foundation
Investing in Engagement
bull Starting point for engaging employees is making the
connection to the purpose of the organisation and
their part in it
bull Leaders must convey this purpose with clarity
consistency and authenticity
bull Line managers are key to achieving the potential
double benefit of improved performance and an
engaged workforce who feel with conviction that the
organisation is a good place to work
copyThe Work Foundation
Job Quality
bull Autonomy
bull Task discretion
bull Variety
bull Control
bull hellipall strongly linked to discretionary effort
performance retention and both physical amp
mental health and resilience
copyThe Work Foundation
UK workers report limited job control
0
10
20
30
40
50
60
SE
NL
AT
DK FI
MT
DE
LU SI
BE
HU
FR EE
EU
-27 IE IT CZ
SK PL
LV PT
RO
UK
CY
BG EL
LT ES
Source European Working Conditions Survey
copyThe Work Foundation
When Work Goes
copyThe Work Foundation
Is Any Job a lsquoGood Jobrsquo
bull Just how much work means to people is clear
when there is no work
bull Redundancy and lsquoGood Workrsquo are not
incompatible
bull Financial crisis has highlighted many
examples where open dialogue flexibility amp
giving employees a voice has cushioned the
blow of job loss
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
copyThe Work Foundation
More than just a jobhellip
bull Itrsquos hard to imagine lsquogood workrsquo that is
meaningless
bull People are looking for more than a job - they
are seeking meaning from the work they do
bull This principle applies universally
bull Financial goals may well be intrinsic they are
not sufficient as a definition of purpose
copyThe Work Foundation
The Explicit lsquoDealrsquo
copyThe Work Foundation
Pay is importanthellipbut
bull hellipother factors matter to people too such as
bull Transparency fairness amp justice at work
bull Mutuality ndash with a focus on ER
bull Flexibility
bull Investment in skills diversity and
employability
copyThe Work Foundation
lsquoFairnessrsquo ndash Key Concepts
bull Justice (balance procedural distributive)
bull Meritocracy
bull Due desert for discretionary effort
(ldquoI eat what I killrdquo)
bull Proportionality
bull Equity
copyThe Work Foundation
The Implicit lsquoDealrsquo
copyThe Work Foundation
Investing in Engagement
bull Starting point for engaging employees is making the
connection to the purpose of the organisation and
their part in it
bull Leaders must convey this purpose with clarity
consistency and authenticity
bull Line managers are key to achieving the potential
double benefit of improved performance and an
engaged workforce who feel with conviction that the
organisation is a good place to work
copyThe Work Foundation
Job Quality
bull Autonomy
bull Task discretion
bull Variety
bull Control
bull hellipall strongly linked to discretionary effort
performance retention and both physical amp
mental health and resilience
copyThe Work Foundation
UK workers report limited job control
0
10
20
30
40
50
60
SE
NL
AT
DK FI
MT
DE
LU SI
BE
HU
FR EE
EU
-27 IE IT CZ
SK PL
LV PT
RO
UK
CY
BG EL
LT ES
Source European Working Conditions Survey
copyThe Work Foundation
When Work Goes
copyThe Work Foundation
Is Any Job a lsquoGood Jobrsquo
bull Just how much work means to people is clear
when there is no work
bull Redundancy and lsquoGood Workrsquo are not
incompatible
bull Financial crisis has highlighted many
examples where open dialogue flexibility amp
giving employees a voice has cushioned the
blow of job loss
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
copyThe Work Foundation
The Explicit lsquoDealrsquo
copyThe Work Foundation
Pay is importanthellipbut
bull hellipother factors matter to people too such as
bull Transparency fairness amp justice at work
bull Mutuality ndash with a focus on ER
bull Flexibility
bull Investment in skills diversity and
employability
copyThe Work Foundation
lsquoFairnessrsquo ndash Key Concepts
bull Justice (balance procedural distributive)
bull Meritocracy
bull Due desert for discretionary effort
(ldquoI eat what I killrdquo)
bull Proportionality
bull Equity
copyThe Work Foundation
The Implicit lsquoDealrsquo
copyThe Work Foundation
Investing in Engagement
bull Starting point for engaging employees is making the
connection to the purpose of the organisation and
their part in it
bull Leaders must convey this purpose with clarity
consistency and authenticity
bull Line managers are key to achieving the potential
double benefit of improved performance and an
engaged workforce who feel with conviction that the
organisation is a good place to work
copyThe Work Foundation
Job Quality
bull Autonomy
bull Task discretion
bull Variety
bull Control
bull hellipall strongly linked to discretionary effort
performance retention and both physical amp
mental health and resilience
copyThe Work Foundation
UK workers report limited job control
0
10
20
30
40
50
60
SE
NL
AT
DK FI
MT
DE
LU SI
BE
HU
FR EE
EU
-27 IE IT CZ
SK PL
LV PT
RO
UK
CY
BG EL
LT ES
Source European Working Conditions Survey
copyThe Work Foundation
When Work Goes
copyThe Work Foundation
Is Any Job a lsquoGood Jobrsquo
bull Just how much work means to people is clear
when there is no work
bull Redundancy and lsquoGood Workrsquo are not
incompatible
bull Financial crisis has highlighted many
examples where open dialogue flexibility amp
giving employees a voice has cushioned the
blow of job loss
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
copyThe Work Foundation
Pay is importanthellipbut
bull hellipother factors matter to people too such as
bull Transparency fairness amp justice at work
bull Mutuality ndash with a focus on ER
bull Flexibility
bull Investment in skills diversity and
employability
copyThe Work Foundation
lsquoFairnessrsquo ndash Key Concepts
bull Justice (balance procedural distributive)
bull Meritocracy
bull Due desert for discretionary effort
(ldquoI eat what I killrdquo)
bull Proportionality
bull Equity
copyThe Work Foundation
The Implicit lsquoDealrsquo
copyThe Work Foundation
Investing in Engagement
bull Starting point for engaging employees is making the
connection to the purpose of the organisation and
their part in it
bull Leaders must convey this purpose with clarity
consistency and authenticity
bull Line managers are key to achieving the potential
double benefit of improved performance and an
engaged workforce who feel with conviction that the
organisation is a good place to work
copyThe Work Foundation
Job Quality
bull Autonomy
bull Task discretion
bull Variety
bull Control
bull hellipall strongly linked to discretionary effort
performance retention and both physical amp
mental health and resilience
copyThe Work Foundation
UK workers report limited job control
0
10
20
30
40
50
60
SE
NL
AT
DK FI
MT
DE
LU SI
BE
HU
FR EE
EU
-27 IE IT CZ
SK PL
LV PT
RO
UK
CY
BG EL
LT ES
Source European Working Conditions Survey
copyThe Work Foundation
When Work Goes
copyThe Work Foundation
Is Any Job a lsquoGood Jobrsquo
bull Just how much work means to people is clear
when there is no work
bull Redundancy and lsquoGood Workrsquo are not
incompatible
bull Financial crisis has highlighted many
examples where open dialogue flexibility amp
giving employees a voice has cushioned the
blow of job loss
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
copyThe Work Foundation
lsquoFairnessrsquo ndash Key Concepts
bull Justice (balance procedural distributive)
bull Meritocracy
bull Due desert for discretionary effort
(ldquoI eat what I killrdquo)
bull Proportionality
bull Equity
copyThe Work Foundation
The Implicit lsquoDealrsquo
copyThe Work Foundation
Investing in Engagement
bull Starting point for engaging employees is making the
connection to the purpose of the organisation and
their part in it
bull Leaders must convey this purpose with clarity
consistency and authenticity
bull Line managers are key to achieving the potential
double benefit of improved performance and an
engaged workforce who feel with conviction that the
organisation is a good place to work
copyThe Work Foundation
Job Quality
bull Autonomy
bull Task discretion
bull Variety
bull Control
bull hellipall strongly linked to discretionary effort
performance retention and both physical amp
mental health and resilience
copyThe Work Foundation
UK workers report limited job control
0
10
20
30
40
50
60
SE
NL
AT
DK FI
MT
DE
LU SI
BE
HU
FR EE
EU
-27 IE IT CZ
SK PL
LV PT
RO
UK
CY
BG EL
LT ES
Source European Working Conditions Survey
copyThe Work Foundation
When Work Goes
copyThe Work Foundation
Is Any Job a lsquoGood Jobrsquo
bull Just how much work means to people is clear
when there is no work
bull Redundancy and lsquoGood Workrsquo are not
incompatible
bull Financial crisis has highlighted many
examples where open dialogue flexibility amp
giving employees a voice has cushioned the
blow of job loss
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
copyThe Work Foundation
The Implicit lsquoDealrsquo
copyThe Work Foundation
Investing in Engagement
bull Starting point for engaging employees is making the
connection to the purpose of the organisation and
their part in it
bull Leaders must convey this purpose with clarity
consistency and authenticity
bull Line managers are key to achieving the potential
double benefit of improved performance and an
engaged workforce who feel with conviction that the
organisation is a good place to work
copyThe Work Foundation
Job Quality
bull Autonomy
bull Task discretion
bull Variety
bull Control
bull hellipall strongly linked to discretionary effort
performance retention and both physical amp
mental health and resilience
copyThe Work Foundation
UK workers report limited job control
0
10
20
30
40
50
60
SE
NL
AT
DK FI
MT
DE
LU SI
BE
HU
FR EE
EU
-27 IE IT CZ
SK PL
LV PT
RO
UK
CY
BG EL
LT ES
Source European Working Conditions Survey
copyThe Work Foundation
When Work Goes
copyThe Work Foundation
Is Any Job a lsquoGood Jobrsquo
bull Just how much work means to people is clear
when there is no work
bull Redundancy and lsquoGood Workrsquo are not
incompatible
bull Financial crisis has highlighted many
examples where open dialogue flexibility amp
giving employees a voice has cushioned the
blow of job loss
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
copyThe Work Foundation
Investing in Engagement
bull Starting point for engaging employees is making the
connection to the purpose of the organisation and
their part in it
bull Leaders must convey this purpose with clarity
consistency and authenticity
bull Line managers are key to achieving the potential
double benefit of improved performance and an
engaged workforce who feel with conviction that the
organisation is a good place to work
copyThe Work Foundation
Job Quality
bull Autonomy
bull Task discretion
bull Variety
bull Control
bull hellipall strongly linked to discretionary effort
performance retention and both physical amp
mental health and resilience
copyThe Work Foundation
UK workers report limited job control
0
10
20
30
40
50
60
SE
NL
AT
DK FI
MT
DE
LU SI
BE
HU
FR EE
EU
-27 IE IT CZ
SK PL
LV PT
RO
UK
CY
BG EL
LT ES
Source European Working Conditions Survey
copyThe Work Foundation
When Work Goes
copyThe Work Foundation
Is Any Job a lsquoGood Jobrsquo
bull Just how much work means to people is clear
when there is no work
bull Redundancy and lsquoGood Workrsquo are not
incompatible
bull Financial crisis has highlighted many
examples where open dialogue flexibility amp
giving employees a voice has cushioned the
blow of job loss
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
copyThe Work Foundation
Job Quality
bull Autonomy
bull Task discretion
bull Variety
bull Control
bull hellipall strongly linked to discretionary effort
performance retention and both physical amp
mental health and resilience
copyThe Work Foundation
UK workers report limited job control
0
10
20
30
40
50
60
SE
NL
AT
DK FI
MT
DE
LU SI
BE
HU
FR EE
EU
-27 IE IT CZ
SK PL
LV PT
RO
UK
CY
BG EL
LT ES
Source European Working Conditions Survey
copyThe Work Foundation
When Work Goes
copyThe Work Foundation
Is Any Job a lsquoGood Jobrsquo
bull Just how much work means to people is clear
when there is no work
bull Redundancy and lsquoGood Workrsquo are not
incompatible
bull Financial crisis has highlighted many
examples where open dialogue flexibility amp
giving employees a voice has cushioned the
blow of job loss
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
copyThe Work Foundation
UK workers report limited job control
0
10
20
30
40
50
60
SE
NL
AT
DK FI
MT
DE
LU SI
BE
HU
FR EE
EU
-27 IE IT CZ
SK PL
LV PT
RO
UK
CY
BG EL
LT ES
Source European Working Conditions Survey
copyThe Work Foundation
When Work Goes
copyThe Work Foundation
Is Any Job a lsquoGood Jobrsquo
bull Just how much work means to people is clear
when there is no work
bull Redundancy and lsquoGood Workrsquo are not
incompatible
bull Financial crisis has highlighted many
examples where open dialogue flexibility amp
giving employees a voice has cushioned the
blow of job loss
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
copyThe Work Foundation
When Work Goes
copyThe Work Foundation
Is Any Job a lsquoGood Jobrsquo
bull Just how much work means to people is clear
when there is no work
bull Redundancy and lsquoGood Workrsquo are not
incompatible
bull Financial crisis has highlighted many
examples where open dialogue flexibility amp
giving employees a voice has cushioned the
blow of job loss
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
copyThe Work Foundation
Is Any Job a lsquoGood Jobrsquo
bull Just how much work means to people is clear
when there is no work
bull Redundancy and lsquoGood Workrsquo are not
incompatible
bull Financial crisis has highlighted many
examples where open dialogue flexibility amp
giving employees a voice has cushioned the
blow of job loss
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
copyThe Work Foundation
Employability
bull Is employability becoming the contemporary
definition of lsquosecurityrsquo in the world of work
bull Role for modern Unions
bull Access to skill development amp re-skilling
bull The way an employer handles redundancy is
the acid test of its claim to be a lsquogood workrsquo
organisation rather than a negation of it
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
copyThe Work Foundation
A Challenge to Business
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
copyThe Work Foundation
A Great Place to Work
bull How confident are you that your senior leadership does a good job of connecting people to the purpose of the organisation
bull How much would prioritising and promoting a stronger culture of transparency enable you to enhance employee trust and engagement
bull In a world where employees want more flexibility autonomy voice and opportunities for development and personal growth how adequately is your organisation responding
bull How much are the principles and practice of lsquogood workrsquo evident in your approach to managing job losses and redundancy
wwwtheworkfoundationcom
copyThe Work Foundation
wwwtheworkfoundationcom
copyThe Work Foundation
