Editorial
Taking back time
Poor old Samuel Parnell is probably turning in his grave. Or he would be if he’d heard the news on TV the other night. It seems that 400,000 people—a third of our workforce—now clock up 50 hours a week or more.
Way back in 1840, the Petone carpenter took a stand against long working hours when he was asked to build a store for a Mr George Hunter. “There are twenty-four hours per day given us,” he told Hunter. “Eight of these should be for work, eight for sleep, and the remaining eight for recreation and in which for men to do what little things they want to do for themselves.”
Parnell’s stand caught on and the eight-hour working day was soon established in the Wellington area. It was 1940, however, before the first Labour Government introduced the eight-hour day and 40-hour week as standard conditions for most workers.
But long days and late nights have now become the reality for many Kiwi workers. And it’s not just the cleaner getting paid $12.55 an hour who is having to work long hours to pay the mortgage.
One News spoke to a lawyer who works 60 to 70 hours a week, a Forex dealer who typically works 60 hours a week, and a truckie who said he’d soon be broke if he only worked 40 hours.
While some of those interviewed had little choice about the hours they worked, other said they work long hours because they love their job. But how sustainable is this long-hours culture?
It certainly doesn’t leave eight hours for sleep and eight hours for recreation, so that men (and women) can do what little things they want to do for themselves—like sitting down to a meal with family or friends, playing sport, reading a book, landscaping the garden, or even knitting a jumper for the dog.
The theme for this year’s HRINZ conference was Sustaining Work, with speakers covering four different perspectives—employment, economics, environment and community. Sustainable workplace policies and practices are essential. HRINZ chief executive Beverley Main challenged delegates: “How sustainable are yours?”
Georgeanne Lamont told delegates: “Working smarter and smarter and smarter is not sustainable. How about working ‘wholer’?”
Sounds like an excellent idea. And while we’re at it, why not revisit an old idea from the international labour movement. ‘Taking back time’ was about workers making time for their families, for recreation and to educate themselves. Isn’t it time that we, too, took back time?
—Lyndsey Swan
Feature articles
Shore thing
If North Shore City Council people capability manager Beryl Oldham is certain of anything, it’s that local government is an exciting place to be, and getting to know your staff and investing in their development pays off. She tells Lyndsey Swan why.
Going all the way
Diversity and inclusion in combination will really get your organisation ahead—but this approach takes time and effort. Are we prepared to go the whole way to realise potential and achieve great results, asks Elizabeth Harper.
Applied science: from know to doing
We owe it to the people we train and the organisations we work for to think beyond what we deliver and be more than just engaging and entertaining. To bring about change, we have to be strategic with our design and make training more meaningful, says Geoff Wake.
Training that paid for itself
If you want to be confident that your choices for training will result in tangible dividends, and not just vague feelings of ‘improved culture’, then comprehensive financial proof of return could hold the answers for you, says John Mawdsley.
A process of degrees
Dedication, motivation, sacrifice and time management skills are essential for those who pursue executive education. Miriam Bell talks to four students about how they cope with the multiple demands of study, work and life.
Flight path to learning
The first Air New Zealand pilots to complete a leading edge MBA-style programme, designed to develop the airline’s pilot community, are about to graduate. Louise Fountain, Muriel Roake and Chris Kriechbaum report on Business in the Sky.
Dealing with dyslexia
Dealing with paperwork is part of our working lives, yet for people with dyslexia it can be fraught with anxiety. Lorna Timms explains how employers can support staff.
Party politics
Regardless of the result of the upcoming election, major changes in the employment relations arena are unlikely, says Professor Raymond Markey.
From good to great
Focusing on people’s weaknesses is not the way to create great leaders, says Nick Petrie. He outlines a strength-based approach to developing leaders that will reap benefits in your organization and ensure ‘vanilla leaders’ are a thing of the past.
Signed and settled
A negotiated settlement agreement usually puts an end to a dispute between an employee and an employer—but that’s not always the case. To be on the safe side, say Karen Spackman and Nick Belton, it’s wise to use a mediator to counter-sign a settlement agreement.
Departments
Leadership: Leaders for a new world
Changing rules will mean the next generation faces a much more complex leadership challenge, Peter Smith told delegates attending the HRINZ conference. Alice Taylor talked to him about the need for new types of leaders if organisations are to grow.
Workplace dilemmas: Adding value
For HR to become a credible business partner, you need to clearly articulate why you do what you do, says Karen Boyte. She explains how to ensure the role of HR is a strategic one, and also offers advice on developing a successful career in human resources.
HRINZ column: Sustaining a good culture
How do you build and sustain a valuable organisational culture? Kiwibank’s Catherine Taylor outlines the organisation’s commitment to this process.
Recruitment: A fair way to recruit
University careers fairs help organisations raise their profile in the labour market and ease the recruitment process for employers and prospective graduates. Helen Frances reports on the Vic Careers Science Expo held at Victoria University of Wellington in August.
Case in point: Heat goes on rash decisions
Failure to take an employee’s medical condition into account led to two personal grievance claims. While one was successful the other was not, confirming that both employers and employees have a duty to ensure workplace health and safety, says Charlotte Hatlauf-Coles.
Learning & development: Beating boredom
Great training doesn’t just happen. Roydon Gibbs outlines the five phases involved in delivering an effective training presentation that will ensure the result you want.
Strategic HR: Strategy at work
To have worthwhile input into an organisation’s strategy, HR needs to talk the same language as senior managers, Paul Goodhead told delegates at the recent NZATD conference. Lyndsey Swan reports.
Wellness at work: Getting on
Whether it’s violence in the workplace or employees dealing with a relationship breakdown, the ramifications may be felt throughout an organisation, Miriam Bell reports.
Public sector: The right procedure
A case involving the suspension of a student has lessons for the workplace too, says Paul Robertson. While a rigorous court-like process is not necessary when investigating misbehaviour, procedural fairness and natural justice are required. |
