Good vibrations

The concept of a workplace culture is a curious thing. However hard an organisation tries to define and then ‘live’ its chosen values through clever communication initiatives, it remains extremely difficult to articulate just how general positive feeling in a workforce is fused and fed.

The more cynical may dismiss it outright of course. Surely, they will sigh, a business is just a collection of people doing their jobs. In a high-performing organisation those people are simply doing their jobs better, aren’t they?

However, others will hopefully counter that a business is clearly more than the sum of its parts. Indeed, an assembly of living, breathing organisms rather than mere elements in some money machine, that organisation will itself take on an emotional life of its own.

Like any of us, those emotions can also become erratic at times. The gossipy recent headlines about the allegedly stressed-out employees of Downing Street are timely fodder for a looming general election in the UK, where Brown-bashing almost seems to have evolved into a new national sport. More importantly, however, they also highlight the problem of general workplace stress, which is surely to be welcomed. Far from frivolous, and inevitably intensified in a difficult economy, true extreme anxiety can blight careers and leave lives in tatters. ‘Bullying’ may be difficult to define, but sustained stress, at its tragic worst – and as was very sadly seen last year at France Telecom – is a scenario it may well be no exaggeration to label a matter of life and death.

The best businesses and HR departments therefore make support structures and systems easily available, particularly in times of change or uncertainty. Strong leadership in those firms communicates clearly, creatively and confidently, welcoming views and suggestions and working to allay anxieties that arise. Employees are often given a voice through official forums and representatives, and problem areas are handled promptly and thoroughly soon after being identified. Herbert Smith and Denton Wilde Sapte are two law firms that have also put mental health and wellbeing of employees firmly on the management agenda in the recession, offering specific health and stress-management training.

All of these issues are also aspects of leadership and engagement considered by newspapers The Sunday Times and Best Businesses when co-compiling their list of the ‘top 100 companies to work for’ in the UK each year. However, applications from organisations for this accolade are also assessed based on anonymous employee feedback, which clearly gives a fuller picture of positivity than any PR-driven list of official programmes and policies could.

It is good to see a number of law firms demonstrating commitment and consistency in this highly regarded competition, with Pannone, Lewis Silkin, Mills & Reeve, Mishcon de Reya, Freeth Cartwright and Cripps Harries Hall all putting in repeat appearances in 2010.

Another area examined by The Times is approaches to corporate social responsibility (CSR), which is a topic discussed in this March edition of Managing Partner in some detail. Addleshaw Goddard outlines the potential for cross-enterprise ‘Covergence’, where contacts bring their own contacts together through a new social network; Simmons & Simmons sets out a full business case for CSR; and we ask whether diversity statistics seem to be making a difference in practical recruiting and promotion.

Anecdotal evidence suggests employees increasingly assess CSR credentials in their choice of employer, and the link with wider engagement and loyalty here should be clear.

If a workplace engages with equality, shows interest in wider society and respects the environment, it stands to reason that it will be more able and willing to keep its own people feeling positive.

Richard Brent

Editor