The Love at Work ([email protected]) Standard sets out to provide a tool through which your organisation can assess its ability to operate through Love at Work to meet the needs of its people and thereby increase its soundness on every level.
The various elements of the Standard are structured to provide an overall understanding of how Love at Work operates, what evidence one needs to look for and how to look for it.
THE EIGHT ELEMENTS OF THE STANDARD
1. Leadership & Management
Leadership and Management means:
1.1 The organisation has a clear purpose, vision and strategy, which is shared with its people
and this is evidenced by:
A verbal or written purpose, mission, vision
A verbal or written business strategy or plan/operational plan
Clear and consistent sharing with people (e.g. through team days, cascade process, bottom-up process, appraisal process, regular communication forums or meetings, newsletters)
The Leadership and people confirming evidence of vision/strategy/sharing process
1.2 The principles of Love at Work are transparently portrayed in the vision and strategy
and these are evidenced by:
Specific mention of [email protected] principles in a recognisable form
Senior management being able to explain why and how the LAW principles are included
1.3 The organisation implements policies to promote equality and diversity, impartiality and fairness, confidentially and integrity
and this is evidenced by:
Policies in a variety of forms – one or a number of documents, detailed or basic
How the policies are measured for effectiveness – their frequency, whether they are written or verbal and what their content is (e.g. team discussions, away days)
The steps taken to measure their effectiveness
1.4 People are involved in determining those policies and in measuring their effectiveness
and this is evidenced by:
How those policies are developed involving people across the organisation
How people are involved in making sure the policies are implemented and measured
People confirming that the policies are meaningful
1.5 The organisation seeks links with like-minded partnerships and networks to enhance its approach to Love at Work
and this is evidenced by:
At least one connection with a like-minded organisation, from whatever quarter
Attempts (by whatever means) to develop such partnerships – likely to be management inspired
Spreading the [email protected] word or Principles – the ability to give actual examples of this in action
2. Learning & Development
Learning and Development means:
2.1 The Learning & Development strategy of the organisation incorporates the principles of Love at Work
and this is evidenced by:
A Learning & Development (L&D) Strategy that includes clear aspects of the [email protected] principles
How the L&D Strategy fits with the purpose, vision and overall strategy
2.2 Those principles form an integral part of an individual’s personal development review/plan, which is assessed on a regular basis
and these are evidenced by:
Regular performance reviews
[email protected] principles are evident in those reviews – with written and verbal confirmation
People can identify how they practise/implement the principles as part of their development/activities/performance
2.3 People’s personal development is based on self empowerment, both professionally and socially
and this is evidenced by:
An internal definition of self empowerment
Individuals and teams encouraged to be/feel empowered as part of their personal development
Written or verbal reports to demonstrate how this manifests in improvement
2.4 Resources are provided to enable people to have a balanced life
the intention being:
to develop their caring approach, at home and work; to enhance their friendships and partnerships with colleagues and clients; and to enable people not on message to buy into the idea that people matter most
and this is evidenced by:
Flexibility in working hours and the opportunity to work from home
All equipment appropriate to their role being available both at work and at home
Job roles being defined in terms of sensible hours
Staff improving the quality of the connection with clients, customers and colleagues
Spreading the word at every opportunity e.g. at regular team sessions, at conferences, through posters, through processes
2.5 Measures are set to evaluate the impact of the implementation of Love at Work principles
and these are evidenced by:
Prior/planned thought about how to measure the impact of any actions e.g. encouraging connection with clients, setting up flexible working resources
Measures set out in the L&D Strategy, in performance reviews (appraisals), in team forums
2.6 All induction processes include the Love at Work principles
and these are evidenced by:
Written documentation of how [email protected] principles are part of induction, at organisation and local level
People confirming that [email protected] principles are introduced/explained during part of their induction
3. Leading People
Leading people means:
3.1 The management in the organisation create the right environment to promote and implement Love at Work principles
and this is evidenced by:
Managers at all levels being able to describe how they create the right environment, formally and informally
Managers at all levels providing examples of how the environment allows them to promote and implement the [email protected] principles
Environment including working conditions, facility for support, active communication channels to colleagues, discussion forums
3.2 The organisation encourages personal development on the basis of self empowerment
and this is evidenced by people:
Being given the appropriate professional and social tools and techniques
Demonstrating empathy
Communicating a shared vision and direction
Showing a high level of helpfulness to each other
3.3 People are encouraged to have a balanced life, where work is an integral part of life, not separate from it
and this is evidenced by:
Managers at all levels being able to clearly describe how they encourage people to have balance
People being able to describe how they are encouraged to have balance
3.4 The organisation takes steps to offer people a range of choices to sustain a balanced life
and this is evidenced by:
There being in place full HR and Health and Safety policies which incorporate the concept of a balanced life
Flexible working in its widest sense being part of the work style of the organisation
The above being communicated clearly to staff
Managers and people being able to identify and discuss the choices within the policies
3.5 People are encouraged to use care and courtesy to improve relationships with external contacts, clients and suppliers alike
and this is evidenced by:
The relevant induction and back up training being available and taken up
Constant examples of the use of courtesy and care being demonstrated
Examples of how this policy has improved relationships, especially with external contacts
3.6 The organisation ensures leaders are clear about and can acquire the capabilities they need to promote and implement the principles of Love at Work
and this is evidenced by:
The required capabilities being clearly defined as part of the L&D Strategy
The capabilities being understood and confirmed by managers at all levels
Plans being in place to ensure those capabilities are present or acquired – training, reviews, discussions, feedback, observation, 1-to-1s
People confirming that managers demonstrate those capabilities
4. Empowerment & Involvement
Empowerment and Involvement means:
4.1 People are encouraged to take the initiative to show courtesy, to offer support, and to contribute to a positive atmosphere
and this is evidenced by people:
Speaking to each other with consideration
Listening quietly and without interruption
Welcoming guests warmly
4.2 Effective consultation and involvement are part of the organisation’s culture
and is evidenced by:
A clear demonstration of how this is set up
An ability from everyone to cite examples of it in action
4.3 People are supported and cared for in times of pressure, failing or hardship
and this is evidenced by:
Senior Managers being aware or made aware of any such situations and spending time with those people
People taking the time to notice such things and taking the appropriate action
4.4 People are committed to demonstrating care and respect for colleagues and clients
and this is evidenced by:
People being easily able to describe their commitment
People naturally demonstrating their commitment
A fund of stories and examples of commitment in action
4.5 The organisation and its people provide a feeling of positive energy
and this is evidenced by:
People looking forward to coming to work
The vibe in the building as you walk in
A sense of contentment combined with fun and diligence
4.6 Innovative and flexible approaches to achieving a balanced life are used
and these are evidenced by:
The leadership being able to describe some of these approaches
The leadership supporting people in flexible working and working from home
People being encouraged to work the hours they need to rather than the hours they feel they must
Lack of pressure from leaders and peers around time
4.7 People feel cared for by management and by colleagues
and this is evidenced by:
People confirming their sense of good will and support
An abundance of examples of the way in which this policy operates
4.8 Independent thinking is encouraged in all areas of the organisation
Independent thinking in this context means the ability to think clearly and concisely and to present thoughts and ideas without fear or favour. This generally rare because we are nearly all constrained by our relationship with those around us, particularly herarchically
and this is evidenced by:
A clear definition and understanding from the leadership as to what this means
Managers at all levels demonstrating it
People able to confirm that it is encouraged and to give examples
5. Communication
Communication means:
5.1 The way in which everyone in the organisation effectively interacts both internally and with the outside world
and this is evidenced by:
Effective one-to-one and team communication
Avariety of communication channels including meetings and forums
Meetings taking place only when necessary and in a timely and respectful manner with a clear agenda and achieving a clear outcome
A formal method of conducting effective reviews, 1-to-1s and supervision being in place
People confirming that all this is so
People confirming that the resulting communication is effective
5.2 People are encouraged to be open and honest with each other; to be comfortable to challenge; and to be committed to sharing information and knowledge
and this is evidenced by:
How managers encourage this in the varied communication channels
Managers and people giving examples
Examples of how shared information and knowledge supports [email protected] principles
5.3 Access to all levels of management in the organisation is the norm
and this is evidenced by:
How managers at all levels are encouraged/trained to be approachable and available
Managers describing the different ways they provide access, and why that is a positive thing
People confirming that there is access to all levels of management to discuss any issue constructively and respectfully
5.4 People are encouraged to develop their questioning and listening skills, especially when providing care or support
and this is evidenced by:
The way in which “care and support” is on the organisation’s agenda
How, where and when people receive such encouragement
What the organisation does to provide both encouragement and specific support for people to develop their questioning and listening skills
People being able to provide examples
5.5 People are encouraged to give and receive clear, effective feedback
and this is evidenced by:
Feedback always being given in a positive form (e.g. commend – recommend – commend)
Positive feedback being given publicly
Necessary criticism always being given privately
Managers being able to give examples of how and when feedback is given
People being able to give similar examples
The inclusion of ideas on training and/or personal development where appropriate
6. Effectiveness
Effectiveness means:
6.1 All the principles of Love at Work come together to support and enhance the abilities, hopes, dreams and desires of everyone in the organisation and the organisation itself
and this is evidenced by:
Coaching and mentoring being part of the organisation’s culture
Coaching and mentoring being used in a recognisable, “formal”, structured manner
The principles of [email protected] being consistently applied during coaching and mentoring
Managers and people understanding the value of (and the difference between) coaching and mentoring
Managers and people being able to provide examples of coaching and mentoring in action, including any benefits or lessons learned
6.2 People confirm that action is taken to assist those who have not bought-in to the principles of Love at Work
and this is evidenced by:
The leadership always exhibiting the principles of [email protected]
Regular forums being available to ensure the [email protected] principles are genuinely understood
Personal reviews undertaken where necessary to discuss the need for someone to change/improve attitude and/or behaviour
6.3 Managers at all levels are expected to act as role models in showing respect, care and understanding to people inside and outside the organisation
and this is evidenced by:
A clear definition from the organisation of “role model” *
How managers are provided with expectations relating to this concept
The concept is imbued in any capabilities, competencies and training
Managers describing how they act as role models
People describing not only how their manager acts as a role model but how they might do so too
Some of the evidence must include a reference to people outside the organisation
* a person looked to by others as an example to be imitated or their behaviour emulated
6.4 There is a culture of openness and trust
and this is evidenced by:
Senior management being able to define what this means and how they encourage managers and people to maintain or develop that culture
Managers being able to describe how they support that culture, and the actions they take to make sure people are aware of the culture
People confirming their belief that there is an open and trusting culture
People providing examples of that culture in practice
6.5 People can describe how achievements are celebrated and recognised
and this is evidenced by:
All celebrations being fairly applied to everyone
Celebration and recognition of achievements, promotions, new roles, qualifications through award presentations or at team briefings
Celebration of projects won
Celebration of projects completed in an efficient and timely manner
People giving examples of how this is done in their organisation
6.6 People can confirm that being able to treat others with kindness, care and courtesy gives them a more enjoyable experience
and this is evidenced by:
The way in which kindness, care and courtesy is applied up and down and across the organisation
People describing relevant experiences and the difference this has made to them
Evidence must include examples from within and outside the organisation
6.7 People give credit where it’s due to others, rather than claiming it for themselves
and this is evidenced by:
A willingness to help others shine
Examples of people doing just this
6.8 People appreciate and respect the differences in others
and this is evidenced by:
An appropriate diversity policy being in place
The subject being thoroughly covered at induction
The issue being kept on the agenda and reinforced through regular training and team and individual discussions where necessary or appropriate
The organisation acting rapidly, effectively and appropriately over any conflict on this subject
Disciplinary action not being shied away from
Positive reinforcement being given for appreciation of and respect for differences in action
6.9 Managers are expected to engage and interact with their people, taking a personal interest in them
and this is evidenced by:
How leaders are made aware of this expectation
The way in which leaders demonstrate genuine and consistent interest in people
An ability amongst leaders to spot issues and problems through careful listening and observation of thinks like body language
Leaders describing what they do in this respect – for example, by remembering birthdays, names, interests
People confirming what managers are saying
7. Measurement
Measurement means:
7.1 The organisation measures and evaluates the impact of its policies to promote equality and diversity, impartiality and fairness, confidentially and integrity, as well as all the other principles of Love at Work
and this is evidenced by:
Links with how the organisation sets out its purpose, vision, values and strategy. (When these and related objectives are established, senior management need to consider how to measure or evaluate the success of applying LaW principles upfront, to establish a benchmark for others to follow)
The Leadership explaining how measures are set, how evaluation is (or will be) done. This is likely to include hard evidence of measures and evaluations and of meetings/discussions
The Leadership explaining how managers and people are involved in setting the measurement and evaluation criteria
7.2 The organisation shares the results of evaluation with its people, and others as appropriate
and this is evidenced by:
Senior management describing the process of evaluation
Senior management describing how they share the results with people inside and outside the organisation, as appropriate to their activities
People can confirm that the results are shared in the way described
7.3 The organisation encourages and evaluates feedback from its external clients, partners and networks on how effectively it shows courtesy, respect and care
and this is evidenced by:
There being a definition, at senior level, of “effectiveness”
Senior management describing how they encourage and evaluate feedback (say through policies, meetings, feedback surveys, focus group activity)
Examples being provided of how that feedback is used to make improvements in the area of courtesy, respect and care
Senior management being able to show how they have shared the feedback internally
7.4 Managers and people can give examples of how the implementation of the Love at Work principles has improved the atmosphere and performance of the organisation and its people
and this is evidenced by:
Managers and people giving examples
“Implementation” being visible, and demonstrable
Different elements of evidence being available for separate aspects such as atmosphere and performance
An improvement in performance at organisation, team and individual levels
7.5 The organisation makes sure that its Return on Investment in Love at Work strategies is clearly reported to all stakeholders
and this is evidenced by:
A definition of “Return on Investment”
A definition of “stakeholders”
Senior management identifying outcomes resulting from an investment in time, resources etc. to make the [email protected] principles work effectively – this is likely to be drawn from many of the criteria above
Formal feedback to stakeholders on the effectiveness of the investment and of actions resulting from that reporting process
8. Continuous Improvement
Continuous Improvement means:
8.1 The organisation uses feedback and evaluation to further improve its approach to caring for its people and clients
and this is evidenced by:
Senior management confirming the processes of feedback and evaluation (from previous criteria)
Senior management demonstrating how feedback and evaluation have contributed to changes and improvements in its approach to deep care and respect ([email protected] principles)
8.2 Managers and people can give examples of how such improvements have been put in place
and this is evidenced by:
Managers and people confirming and providing examples of implemented changes and improvements (see above)
8.3 People genuinely believe that managers are committed to improving the way Love at Work principles are applied
and this is evidenced by:
People confirming their belief
People giving examples of why they think managers are committed to improving the way [email protected] principles are put into practice
8.4 People can confirm their belief that the organisation is a great place to work because it actively supports and demonstrates the principles of Love at Work
and this is evidenced by people:
Confirming their belief
Giving examples of why they hold that belief
Living a full and balanced life of which their work is an appropriate part
