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‘Performance Management, Lean and Sickness Absence Management – ‘Performance Management, Lean and Sickness Absence Management –

‘Performance Management, Lean and Sickness Absence Management – - PowerPoint Presentation

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‘Performance Management, Lean and Sickness Absence Management – - PPT Presentation

Workers Paying for the Crisis Professor Phil Taylor University of Strathclyde 23 May 2012 Legal Services Agency Seminar Glasgow Crisis of Economics and Politics Catastrophic failure of the deregulated neoliberal economic philosophy that has dominated for decades ID: 745766

performance management workers work management performance work workers lean time listen stages crisis individual months stress days day rights

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Slide1

‘Performance Management, Lean and Sickness Absence Management – Workers Paying for the Crisis’

Professor Phil Taylor

University of Strathclyde

23 May 2012

Legal Services Agency Seminar

Glasgow

Slide2

Crisis of Economics and Politics

Catastrophic

failure of the de-regulated neo-liberal economic philosophy that has dominated for decades

Pain

inflicted on people from

years of corporate

greed

Been replaced by a form of

über

neo-liberalism

Austerity for the foreseeable future

– officially now a new recession –

Economist

makes grim reading

‘End of the World’

– Eurozone

several

elements to

crisis

Failure of austerity policies – in truth -

‘They Don’t Know What They’re Doing’

– except to make workers pay for a crisis not of their own makingSlide3

Illegitimate ConDem govt

– 36% voted for

Tories

on a 65% turnout means only 1 in 4 of eligible votes

Compare this with majorities

for action over pensions by

unions, or the British Airways cabin crew majorities

Therefore 64% of the electorate did

NOT

vote for….

...billions of cuts...NHS privatisation...attacks on the poorest…on H&S

de-regulation…for

the destruction of the public university...assault on pensions…’reform of employment relations’

O

ffensive on employment law and rights of workers

Based on the fallacy of getting rid of red tape making it easier to hire workers – no evidenceSlide4

unfair dismissal weakened – qualifying period to 1 year, affecting 2.7 m. workers

d

isproportionately affecting the most vulnerable – women and part-time e.g. 1.4 m.

p

-t women < 2 years

‘no fault dismissals’ –

Beecroft

– employers would not have to show that an employer was guilty of misconduct

n

o disciplinary procedure – no right to appeal at ET (except on discrimination) – wholly arbitrary

‘Grown Up’ or ‘Protected Conversations’ – govt. consulting – permit employers to have ‘frank and open’ conversations’ about performance or conduct

e

mployees can’t raise in future tribunal case – will reinforce bad practice and bullyingSlide5

fees for employment tribunal users – deter workers from making claims & undermine workplace rights

u

pfront fees in discrimination cases up to £1750

r

ole of lay members

redcuced

r

emoval of witness expenses

reduction on collective redundancies consultation period from 90 days to 60, 45 or 30 days

r

eview of TUPE rights

Equality Act (2010) consultation on whether to repeal specific protection from third-party harassment

a

ttack on health and safety legislation - Young

In sum – removal of many individual rightsSlide6

Employers’ Cost Reduction Strategies

STAR Slide7

Lean, PM, SAP - Work IntensificationMost important from the perspective of unions, their members - the ‘survivors’ of the job cull

An integrated and conscious managerial offensive that is squeezing every drop of effort out of workers

Workers paying for the crisis is translating into an unprecedented

intensification of work

Restructuring, re-engineering ,‘lean’, creative synergies

Equivalent or larger volumes of work being done with the same or more likely smaller workforces

Sheer intensity of labour during the working shiftSlide8

What is ‘Lean’?

A raft of management practices from the motor industry

Core thesis – orgs. which strip out wasteful (or non-value added) gain significant quality and efficiency advantages

Toyota Lean Production Model

Team became lean’s organisational form – so-called multi-skilling, task enlargement, worker participation in

kaizen

Lean

-

counterposed

to

Taylorism

- would

remove mind-numbing stress with ‘creative stress’, participation

etc.

Hence ‘work smarter, not harder’

mantra

Yet workers

’ experiences in autos and HMRC

- tighter

supervisory surveillance and control - narrow tasking

-

greater job strain and stress - managerial bullying - lack of voice

-

delayering

and ‘management by stress

Consultants and academics now applying

efficiency

savings to public sector, financial services, NHS

etc.Slide9

A brutalised form of Taylorism in HMRC

After Lean

95% say work ‘very’/‘quite’ pressurised

Volume, pace, intensity of work – hugely increased

‘After 27 years in the Inland Revenue following the introduction of lean, I am now deskilled, de-motivated [and] stressed-out most days, afraid to be sick, feel unappreciated, provide a poor service for customers, am not allowed to voice my opinion, looking forward to the day I can leave for good’.

(HMRC Worker, Cardiff)

Statistical

relationship between work intensity, time at work station, coming to work ill and frequency of symptoms Slide10

Daily/several times a week

Pre

Lean/PM

Post

Lean/PM

Admin

%

Supervisors

%

Admin

%

Supervisors

%

Mental fatigue3.84.05529Physical tiredness5.01.35129Stiff shoulders5.34.94117Stiff neck5.21.34018Stress2.41.33821Backache6.72.73212Headaches4.40.02818Pain/numbness arms/wrists4.71.32612Eyesight problems5.53.92311Blocked nose3.81.4168.2Sinus problems5.22.6156.8Sore throat0.40.09.25.5

Frequency of Symptoms/Complaints Pre- and

Post-Lean/PMSlide11

Ill-health Symptoms and Time at Work Station

Time at work station

<85% 85-95% >95%

Daily/several times a week

Mental fatigue*** 47 42 62

Physical tiredness*** 45 43 62

Stiff shoulders 28 38 45

Stiff neck** 29 38 47

Stress** 31 33 42

Backache 25 32 44

Headaches 21 26 33

Pain/numbness in arms/wrists* 17 24 31Eyesight problems* 15 19 29Blocked nose** 5.0 15 22 Slide12

What is Performance Management?

M

easurement of performance central to management

Aligning individual with organisational objectives

HRM literature – gives a positively Orwellian account

Agreed

’, ‘

shared

’, ‘

mutual expectations

’, ‘

dialogue

’, ‘support’, ‘guidance’ Performance Appraisal previously an ‘annual ritual’Questionable link between effort and rewardPAs annual, 6-monthly – always subjectivity problem PM not periodic and retrospective but continuous forward looking and shifts to disciplinary purposePerformance Improvement, PIPs, Managing Performance, PIMs, IIPs – the real bite in PMPre-dated the crisis but then accelerated by itSlide13

Micro-measurement and micro-management of individual performance – facilitated by technologiesQuantitative

outputs and targets

KPIs

, SLAs – determined at the top, ‘

cascade down

’ through tiers of managers, to

TLs

and then

workers

Remove the discretion of the FLM – tight links in the chain of command –

‘nothing to do with me’

Managers given targets for the numbers of ‘managed exits’, underperformers, SAP actions etc.

Even the so-called

measurables are ‘pseudo-science’ - parameters and definitions set by managementSubjectivity of so-called objective criteria Slide14

The 6 Stages of Performance Management

First Day at Work

You Listen to Stevie Wonder

Everything is WonderfulSlide15
Slide16

The 6 Stages of Performance Management

2. After 3 Months- Targets Get Hiked Up

You Listen to

Motorhead

You Have No idea If You Are Coming or

GoingSlide17
Slide18

The 6 Stages of Performance Management

After 9 Months – You Are An Underperformer

You Listen to Napalm Death

Your Day Starts at 8:00 and Ends at 20.00

You Go Mental

Slide19
Slide20

The 6 Stages of Performance Management

4

. After 12 Months – You Are Put on a PIP

You Listen to Hip Hop

Your Are Passive/Aggressive Most of the Time

You Put on Weight – You Are StressedSlide21
Slide22

The 6 Stages of Performance Management

5. After 15 Months – You Are Given a Warning

You Listen to Gangsta Rap

Your Have Seriously Considered Gunning Down Your Team Leaders

You Fall From Bed Every Day

You Live on Chips and CaffeineSlide23
Slide24

The 6 Stages of Performance Management

After 18 Months – You Listen to Glee

You Have Totally Lost ItSlide25
Slide26

Qualitative behaviours and attitudes

NAG e.g. 13 different behaviours ‘delight the customer’, ‘speaks up’, ‘shares ideas’

‘Do what is right for the customer, community and organisation, putting aside own agenda’

‘Act like the owners of the business…’

Mmmmm

The ‘new model worker’, subservient, smiling, superhuman,

selfless and

stressed

Can’t just come to work and do your job well and be supported

The

organisation wants

your labour, the value you create and your very being and soulSlide27

The Performance Management Bell Curve

10%

10%

15%

15%

50%

Serious under

performance

Below

expectations

Meets

expectations

Above

expectationsExcellentperformanceSlide28

Companies reluctant to admit they use Bell curve or say it is only for indicative purposes‘It was being used absolutely and to the letter’

(Bank C)

Changed criteria -1s and 2s both underperformers

‘Round table process’ or ‘

G

randparenting

’ – to prevent FLMs from inflating scores – fixed pot of money

Bank branch of five – 1 placed in each category

Speed of managing people out - 12 weeks, 6 weeks

Scale of intimidation – in one bank 10% on actions

E

xcellent in all categories but one and then

PIP’ed

Sinister practices such as the ‘car park conversation’ Compromise agreements – most common reason ‘to remove an employee…without the risk of legal challenge’Slide29

Sickness Absence Management

Worsened by Sickness

Absence

Management

Sicknote

Britain’

and duvet days - a

myth

N

ew

procedures and harsh implementation of existing policies - all absence illegitimate

Presenteeism rather absenteeism is the problem People attend work unwell or return prematurelySackings on grounds of ‘capability’ and breach of triggers – Bradford factorAppalling instances of brutal managerialismWelfarism a distant memoryNew Welfare Reform Bill – Cameron’s crusadeSlide30

Sickness and Ill-health

A

ppalling insecurity, vulnerability and indignity

Bullying is systemic not the individual manager

‘The organisation always seems to know who are the most fragile people to be picked on’

Protections being systematically stripped away

2009: MSD– 538,000 cases SDA– 415,000 cases

‘We had an incident in one of our centres last year where a woman locked herself in a room and said she was going to commit suicide. She was under a PM procedure and she had not told her husband. The company was clearly trying to exit her. It was a really, really sad case’.

(Unite National Officer)

Manager hanged himself in a telephone exchange

Prospect and other unions have Samaritans on webpageSlide31

The Vicious Circle Slide32

What Can Be Done?

U

nions indispensable for protecting health of members

Evidence of successful defence of individuals e.g. DDA

Unions conducting H&S and stress audits at work

Employees should not be punished for a crisis they did not cause but encouraged to perform effectively

Employer strategies using punitive PM and SAPs are short-

termist

and counter-productive

Enormous commitment of managerial time and resource

The Bell curve should be rejected as inapplicable to employee performance – in principle and practice

Public exposure of the worst cases of ‘new tyranny in the contemporary workplace’

Opportunities to organise, recruit, represent and resist

From individual representation to collective organisation