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With the economy remaining sluggish, the pressure is increasing to improve results – for both our country and our businesses.

As part of this drive for results, it is normal to start asking for more from your team. Asking them to step up, asking them to deliver more and asking them to take more accountability for results.

But what are we asking for here? What do we mean by accountability and how do we get it?

Accountability is defined as:

“Committing to doing what you say you will. It is about taking ownership of your work, your actions and delivering the required outcomes.”

Having a team that understands and fully embraces personal accountability will make a big difference to your business. It means an outcome focus, increased ownership of results and stronger resilience as a team. And it is a skill and attitude that can be developed and strengthened with the right plan in place.

1. Reframe accountability

Often when we talk about accountability, it’s in a punitive sense – “You need to show more accountability”, “Why don’t my team show accountability?”

Accountability is actually a positive skill. People who have this competency achieve their goals in life and are more successful. They understand what is important, overcome challenges and take the required actions to achieve the things they want.

Helping your team to fully understand what accountability is will make a big impact in gaining their commitment.

2. Define accountabilities clearly

Do your staff really know what they are accountable for? Is their understanding the same as yours? Have they confused just completing tasks with actually taking full accountability for them?

Imagine a Sales Manager who thinks he’s performed well because he has completed the required number of calls, even though he hasn’t met the sales targets. He is accountable for meeting the sales budget, and the calls are one step to take to help achieve this. However, confusing the two creates misunderstanding and poor performance.

3. Do they know what actions to take to improve their accountability?

Taking accountability doesn’t mean you achieve everything you want to. In fact, being good at accountability is also around your behavior and actions when things aren’t heading in the right direction. You should encourage:

• Investigating solutions, not finding problems – There is always a reason for things to go wrong, and it’s easy to stop there. We didn’t achieve X because of Y, and that’s it. Taking accountability is about asking how we solve Y and still focusing on delivering on X.
• Eliminate blame – “I couldn’t do it because no one got me the information on time”. How often do you hear statements like that around the office? If you have an area of accountability, it sits squarely on your shoulders to achieve the required outcomes. Encourage your team to remove the finger pointing and focus their energy on actions and results.
• Verifying your role – Looking at our contribution to problems or issues is difficult. However, it is essential for growing and developing. Practice asking your team “How did you contribute to this problem and what could you do differently in the future?” This helps them to honestly assess themselves and improve accountability.
• Extract lessons – Achieving the outcomes you want in your areas of accountability might take several goes. Key is extracting the lesson and applying this learning until you get it right. Accountability is about not letting it go. You keep trying until you succeed.

Having accountability as a core strength for everyone in your business will improve their results at work and outside the office.

“Accountability is the glue that ties commitment to the result.”

Bob Proctor.

Positive People has over 30 years’ experience helping businesses to build high performing cultures. If you need help with building accountability in your business call us now on 0800 49 00 00 or email us at info@positivepeople.co.nz.  

Employment Policies. – not the most exciting part of the HR remit, but certainly one of the most essential and foundational pieces.

We are often asked to help with an ER issue, where the answer seems clear cut. For example, Sally in Marketing has been making expense claims without providing receipts. One of the first questions we ask is “What does your expenses policy say?”

Quite often there isn’t one.

Then it becomes complicated. Is Sally in the wrong if this hasn’t been outlined to her? Can you rely on the opinion that this would be common sense or that you had a verbal conversation about this with her when she started?

Suddenly not quite so clear cut!

Having the right policies in place isn’t just about being the ambulance at the bottom of the cliff, there to rely on when things go wrong. If they are well written and well communicated, policies set clear expectations, prevent problems before the occur, and help the workplace run smoothly.

To be truly effective think about these key things:

1. Do your policies cover off the basics of Employment Legislation?

Whilst policies are internal bespoke documents to guide workplace behaviours, they also serve to outline at least the minimum requirements under relevant employment law. In this way they assist organisations to steer clear of falling foul of the law. This is obviously important.

2. Do you have policies to cover what you need to?

Making sure that you have the right polices in place is important. This doesn’t mean that you have you have policies for absolutely everything, but it does mean that you need to have the essential ones in place.

3. Are your policies fit for purpose, and do you have the systems and processes to support them?

It’s all very well having an Expense policy, but if it outlines that your team need to complete a monthly expense form, then you need to have an accessible form available. Otherwise, how do they adhere to your policy? Check that the forms and processes work in practice and have the supporting information required to make it easy for your staff to adhere to the policy.

4. Communicate widely

You cannot expect your team to follow a policy when they don’t know what it is. Making sure a proper explanation of the relevant policies form part of your On-Boarding process is critical. Equally, continued education can be helpful for your team. Do you do reminders? Annual refreshers? Training when you make policy changes? These things keep the expectations top of mind and ensure the policies are put into practice.

5. Consider drafting “Key Points” briefs

Policies can often become long, with the scope, definition and escalation points. Think about your workforce and the level of literacy you have. While you may understand them, do they? Writing in plain English or having a short version with the points critical to your team helps to make sure everyone understands what is expected of them.

6. Ensure they are accessible

It’s quite common for us to hear “we have that policy somewhere”, and then it is produced from some deep dark corner of an intranet. If you can’t find it, how will your team? These aren’t confidential documents which must be hidden. They should be live reference points for the team so they can check when they have questions and get guidance on what’s expected when they need it.

Strong policies don’t just manage risk – they build a foundation for a positive, productive workplace culture. They turn your expectations into action, building clarity, fairness and trust.

Positive People have over 30 years helping organisations build strong foundations. Call us now on 0800 00 00 49 or email us at info@positivepeople.co.nz  for support in introducing or updating polices.

No-one wants bullying in their workplace.

Most of us would have worked with someone at some stage in our career who would be classified as a bully. We all know how destructive and demoralising bullying can be.

It is right to take bullying seriously and take a firm line with it at work.

But what about when that line gets blurred?

Over the past several years we have seen a marked increase in workplace bullying complaints.

In many of the cases, after a thorough investigation, the threshold for bullying has NOT been reached.

There may have been a frustrated comment, some relationship issues or a misunderstanding. All of which could have been solved in a quicker, more effective manner than lodging a complaint.

So how do you get this right? How do you make sure you encourage your team to come forward when bullying is occurring without encouraging complaints for every little comment they don’t like coming their way?

Education and prevention are key!

1. Education annually

Most businesses will have a bullying and harassment policy in place, which is a great starting point. But does that mean your team actually read and understand it?

Do they know the difference between bullying and the legitimate managing of performance? Or bullying and a one-off frustrated vent?

Once someone formally raises a concern as bullying you do have to investigate. This is usually very time consuming, costly and can result in counter complaints if the original complaint isn’t upheld. It can get messy.

Holding annual training sessions around bullying and harassment can result in people correcting their own behaviour and it can also help your team to understand what bullying is, and equally important, what bullying isn’t.

2. Bullying Complaint checklist

Having a checklist your team can use to make a formal complaint also helps them to process what it is that is worrying them and reflect on it as part of the complaint process.

Answering questions like: “the behaviour is repeated because…” or “the behaviour is endangering my health and safety because…” can help your team to understand if bullying has occurred or not. It also helps you to triage any complaints you do receive, as some behaviours may not align with your values or breach your code of conduct, but do not reach the threshold of bullying.

This helps provide you with a proper understanding of exactly what you are dealing with and approach it accordingly.

3. Mediation skills

Using education to empower your team with the skills to solve their own relationship problems at work is helpful to catch things before they escalate too far.

Utilising a clear feedback model that focuses on the behaviour or action, the impact it has had and the change they would like to see can keep the conversations constructive, stop them from becoming too personal and solve problems early.

Encouraging your team to listen and take feedback on board is equally important.

In 90% of workplace relationship issues, team members don’t want to make someone else feel bad, they are just not aware of the negative impact their behaviour is having. If you arm your team with the skills to manage these situations themselves it makes for a happier, more connected team.

In any workplace conflict will arise. Different personalities, values, experiences and stress levels converge.

Managing through this can be challenging, so education and early intervention is key!

Positive People have over 30 years’ experience helping manage workplace conflict and bullying and educating teams. Call us now on 0800 00 00 49 or email us at info@positivepeople.co.nz to help you successfully navigate bullying complaints.

In principle, applying the disciplinary process sounds straightforward, doesn’t it?

Investigate, put your allegations in writing, offer a support person, meet and hear your employees’ responses, decide the outcome. As a leader you may have done this many times and feel confident you know what to do.

But…..what happens when something derails the process and the straightforward becomes the complex?  All with high risk attached.

More and more often we are seeing instances where someone puts a spanner in the works of the disciplinary process.

Counter claims, formal complaints, mental health issues.

These can all be raised and can quickly derail your disciplinary process.

Suddenly it all seems so complicated and becomes a mess.

So, what do you do when these unplanned actions threaten to knock your process over?

Here is our advice on a couple of common issues.

“I’m being bullied”.

Bullying is serious and not something you want in your organisation. It can also be raised during disciplinary processes as an explanation for behaviour. But just because it has been raised, it doesn’t necessarily mean that it is true or that it provides justification for the behaviour.

In these circumstances we suggest pausing the process and establishing if your team member would like to raise a formal complaint.

This separates the disciplinary process and bullying allegation so each can be viewed separately. If so, the bullying allegation should be investigated independently from the disciplinary process that is in train. This allows you to investigate the allegation separately and to establish if it has validity. Once the bullying investigation has been completed, and depending on the outcome, you can recommence the disciplinary process. You will then be confident as to whether the allegation is an issue to be considered or simply an excuse.

“I don’t feel safe”.

Psychological safety at work is important, but it doesn’t mean that you can’t have tough conversations or address poor performance. The first step here is to ask what you can put in place to help them feel safe. It may mean having a specific support person present or utilising an EAP service to prepare. You should ask what support the person needs to feel safe. But don’t back away from the need to have the conversation.

Employees also have a responsibility of good faith, which does mean being communicative, honest and attending meetings when they are requested to. It may progress to having to remind them of this and taking a stronger stance around the need to meet. However, if you do what you can to support them in the first instance, you will be on solid ground if you need to go down this path.

“I need time off for mental health reasons”.

If someone has a medical reason they can’t be at work, you do need to give them the space to heal and return when they are medically cleared. If you are faced with this, pause any disciplinary process you have going on, ask them for a medical certificate stating when they will return, and then allow them this time, uninterrupted, to recover.

As an employer you have a responsibility to minimise risks to your employee’s mental health as far as practicable. This doesn’t mean you can’t address issues. However, when they return, we suggest carefully taking it step by step as your return to the disciplinary process.

Think about these things:

• Be observant. Do you notice signs of stress or anxiety? If so, take a break, back off a little and give them space to return to a good place.
• Be approachable and make sure support is available. Do you have an EAP service they can utilise? Have you created an open environment where they can tell you, without fear of repercussions, if they are struggling?
• Be adaptable. Consider changing tack if it is appropriate. Can you start with a development plan rather than a Performance Improvement Plan? Is there another way to approach the situation?
• Use good medical advice. If your employee is getting advice from a medical professional, consider asking them for their opinion on avenues to proceed with the disciplinary process safely. Then pursue those options.

Each of these situations requires delicate handling, empathy and care. But it doesn’t mean that you cannot proceed with the process. Of course, there will need to be careful consideration around the balance between mitigating risk, business requirements and employee well-being.

Remember every situation is different.

It is true to say that in any employment relations situation, the predominant colour is grey. This is certainly more the case in complex disciplinary cases that get muddied when new variables are suddenly introduced. It can all feel very confusing and hard to see a way through to a clear conclusion.

There is a way through such complexities. It requires solid experience, sensitivity and a steady head to find a way forward.

Positive People have over 30 years’ experience supporting businesses to navigate tricky Employment Relations issues. Call us now on 0800 00 00 49 for clear advice and support.

“Are we there yet?”

“Just around the corner.”

Business – “Is it picking up yet?

Economists – “It’s just around the corner….”

1. What are the key outcomes that will drive you forward?

2. Is your team clear on what is important?

3. Is everything your team doing focused on the important areas?

Let’s be honest – we have all used AI in one shape or form by now. Whether it is to draft a communication, answer a burning question or reformat something we just can’t get right, the benefits and time savings you get from AI are numerous.

And alongside us all discovering AI, so will your team, giving rise to a new wave of “experts” across almost every subject field.

More and more we are seeing complaints or queries that our clients are faced with from their employees come through to us with quoted AI responses in support. On everything from holiday pay to disciplinary processes to change processes.

So, employees are using AI platforms to inform them of their rights and to answer their employment questions.

The problem with this is that AI only responds to a specific question without taking into account the nuance, background or the specific circumstances.

We tried two common examples to see what answers we would get:

Q – Can my boss give me a warning for being sick?

AI answer:

Your boss should not give you a warning simply for being sick, especially if:

• You notified your employer properly.
• You provided required documentation, like a doctor’s note (if your workplace requires it).
• Your absence falls under protected leave (e.g., under laws like the FMLA in the U.S. or Statutory Sick Leave in the U.K.).

The answer obviously isn’t NZ specific. And what about excessive absence? Or Joe who has a sick day every second Monday?

Q – What should I be paid for working a public holiday?  

AI answer:

If you work on a public holiday, you are entitled to at least time and a half pay, plus a paid day off at a later date if the holiday falls on what would otherwise be a regular working day.

This might seem accurate, but what about if you only work for two hours not a full day? You are only entitled to time and a half pay for the hours worked and the addition of “for the hours worked” can make an important difference to an entitlement.

You can see from the questions above how problematic this may become, especially if you have an employee who has read this answer and 100% believes you are doing something you shouldn’t be.

So, how do you combat the AI “experts”? And what should you do to prepare for the increase in AI use, to ensure it doesn’t cause employment problems?

1. Be prepared – Have an AI policy and education in place in advance of needing it.

If you haven’t got an AI policy, now is the time to put one in place before you have to use it. Alongside this, education is key. Our approach is to use different platforms and enter questions different ways. This always ends in multiple different responses.

This helps your team to fully understand that AI isn’t the expert on everything. The particular circumstances of the situation matter, and they need to sense check and verify all information properly.

2. If a problem arises – Communicate back the correct answer using verified websites or parts of legislation.

 (Home | Employment New Zealand is very helpful).

While we wouldn’t normally recommend responding to a quote with a quote, putting in writing the correct answer from a trusted source can be helpful.

Get expert advice if you need it to make sure you are 100% correct, and make sure your response is very clear. This is especially helpful if the issue proceeds to a PG (which we have seen happen), and you have the correct advice clearly documented and on record.

3. Keep up a personal connection – Meet and talk through the problem with the employee face to face.

On the occasions when we have seen incorrect AI information used, the employees are usually feeling disgruntled, because they feel that they have been short changed or taken advantage of in some way. Having these conversations face-to-face and assuring them you will always do things correctly is important. Looking up the information from a trusted site or asking an expert’s opinion together will help to mend and strengthen your relationship. It will show that you are open to listening and solving a problem together.

As expected, AI is bringing change across all industries. And with any change, unexpected problems do arise.

We can help you front foot this with your team before it becomes an issue.

Call us now on 09 445 1077 if you need help.

Ever had a team member come into your office, sit down, then proceed to unburden you with all their frustrations?  You listen, you advise, they leave, and you think “job well done”, I’ve solved that problem.

And then…..… a month later……. the Personal Grievance arrives!

What may have seemed like an off the record chat to you, may have been an attempt to make a formal complaint or act as a whistleblower. This can catch you out when they raise a PG stating you were aware of the concerns, but didn’t act. Particularly in cases of alleged bullying as you have not only your employment obligations, but a duty of care to provide a safe workplace as well. This can be an expensive mistake!

We have seen a noticeable increase in Personal Grievances in the past year. Some come as a complete surprise, but often it is an issue the business knew about in some capacity.

Listening to your teams’ frustrations is an essential part of leadership – so how do you navigate this to be supportive, resolve problems AND mitigate future risk?

1. A “Complain.”

It is usual for team members to speak to their managers when they have concerns or frustrations about something (or someone) in the business. If one of your team comes to you to complain it is important to ask them the question “are you making a formal complaint?” You may have to explain what this means for them and double check, are they wanting you to get involved or are they looking for advice, or are they just venting?  Note this. If it’s advice they are after, also make a note of this or follow up with an email along with the advice you provided. Check in again after a few weeks to make sure the issue is resolved and note that it is. We all want a happy productive workplace, so helping to resolve issues early is good for business and keeping a note of this will help if things go further.

2. A “Complaint.”

This is the stage where your team member wants the concern investigated and some action taken. In this instance you should do some initial enquiries and double check your complaint policy.  Most will contain a first stage of early resolution to try and find possible solutions and this should be your first option. If you feel there is potential misconduct (or serious misconduct), then a formal investigation should be initiated. For serious allegations against another team member, consider using an independent investigator to ensure the process isn’t biased. At this stage it is important to be thorough, fair and transparent, so you can resolve things without them going further.

3. A Personal Grievance

A PG is the legal mechanism for employees to resolve issues with their employers. Usually at this stage an employee advocate or employment lawyer is involved, and you will receive a letter stating the allegations and details of this. Often this is accompanied by a timeframe to respond, a request to attend mediation or a dollar figure they are seeking.

Firstly, don’t panic, – you don’t have to respond by whatever deadline they have set!

An email noting receipt of the PG and advising a date when you will respond is fine. This gives you time to take a breath, understand the concerns properly and seek advice if required. PG’s have a 90-day time limit to be raised after the allegation or action occurred (unless it’s for sexual harassment), so check this carefully. If it is outside this time limit you can refuse consent to the grievance being raised. There is also a clear list of when a PG’s can be raised (Personal Grievances). Check this carefully as you can decline the PG if it sits outside these reasons and treat it as a formal complaint instead.

If it fits these two criteria, we suggest taking your time to consider things properly and get advice if required. A well-considered response from the beginning, balancing risk, costs and time is important towards reaching an outcome that is satisfactory for everyone involved.

We know that PG’s or formal complaints can be frustrating, time consuming and costly, but they also can be an opportunity to understand what’s not working in your business and make things better for the future.

“Opportunities are where the complaints are.”

Jack Ma.

If you need help navigating an employment issue and wish to discuss, call us now on 09 445 1077. With over 30 years in this complex space, we can help.