Practice Reform time for "Use it or Lose it"
Upholding people-centric values requires businesses to align their everyday practices with employee well-being, eliminating the “use it or lose it” mantra. Prioritising employee well-being isn’t just moral but drives strategic advantage.
Businesses prioritising workforce welfare cultivate efficiency, accountability, and a strong internal community.
Managing time effectively is important. It’s not always easy in practice. As business leaders committed to building exceptional organisations, we must revisit and address potential oversights that undermine employee well-beingP
The "Use It or Lose It" Conundrum
Businesses recognise two common periods for the end of their operational year. One aligns with the standard calendar year (January – December), where excess accrued holidays are less of an issue due to the festive season.
However, this differs when the year-end coincides with the financial tax year (April – March). Whether due to fluctuation or transition leave becomes challenging.
As the holiday year concludes, many large companies face a recurring dilemma: employees with substantial unused leave balances. The common approach is to issue a “use it or lose it” ultimatum, requiring employees to utilise their remaining leave or risk forfeiting it. Yet, this “use it or lose it” practice raises concerns about its alignment with the company’s commitment to promoting a healthy work-life balance and prioritising employee well-being.
Don't miss out on the latest Ethical Insight. Sign up to get personal notification to your mailbox so you can keep ahead on best business practices.
Transcending Industry Boundaries: A Universal Challenge
Publicised values and practices can misalign in businesses of any size. Large companies may overlook aspects smaller ones must prioritise. While it’s common to point out the questionable practices of high-profile, larger businesses, the issue transcends industries. All businesses can contradict their stated values over time, leading to a disconnect between intentions and actions.
While smaller businesses often follow the lead of larger ones, assuming their longevity signifies success. Larger companies may overlook aspects that smaller ones must prioritise. Therefore, following original intentions with amendments is best practice.
Shifting Perspectives: From Data to Employee Well-Being
Modern HR systems provide comprehensive reporting capabilities, offering detailed insights into employee leave balances and absence patterns. However, companies must exercise caution to avoid becoming overly data-driven, risking a disconnect from the human aspect of employee well-being.
When teams operate beyond capacity and face expectations to go above and beyond to demonstrate loyalty, annual leave entitlements can become wishful incentives, undermining the business’ commitment to prioritising employee well-being. Furthermore, monitoring has limitations, in capturing unreported instances.
Moreover, it misses when individuals are asked to arrive early, shorten breaks, or stay late. It also fails to record when employees get contacted on their days off for matters deemed important enough to disrupt personal time. These commonly accepted inconveniences, though untracked, can significantly impact individuals and contribute to their reluctance to book annual leave.
Revisiting Organisational Practices: Prioritising Employee Well-Being
For businesses genuinely advocating for their workforce’s welfare, implementing a “use it or lose it” policy signifies underlying structural disconnects requiring attention. Partnering with CAS Ltd and leveraging the HouseRules methodology enables businesses to conduct comprehensive reviews of their policies, procedures, and internal community dynamics.
This holistic approach helps companies identify and address misalignments between their stated values and actual practices. Furthermore, by fostering a collaborative, interdependent culture, businesses can cultivate an environment that prioritises employee well-being and embraces annual leave as a necessary component of a healthy work-life balance.
Clear boundaries prevent contacting individuals on leave. Having robust coverage structures eliminates the temptation to make “quick calls.” and expectations from leadership, ensuring employees are not contacted during annual leave. Additionally, processes must be in place to prevent accumulation during absences.
Unlocking Organisational Alignment with CAS Ltd
By partnering with CAS Ltd and leveraging HouseRules, a business can benefit from a comprehensive review of its policies, procedures, and internal community dynamics. The Ethical Strategist’s expertise enables them to identify misalignments between stated values and actual practices, providing tailored solutions to foster a collaborative, interdependent culture that prioritises employee well-being.
While HR systems offer valuable data insights, they often fail to capture the complete picture. Meanwhile, CAS Ltd’s holistic approach guides companies in uncovering and addressing these hidden disconnects. As a result, they gain an accurate understanding of challenges.
By upholding their commitments to employee well-being, businesses can build a strong, resilient internal community that is unified behind the company’s goals and purpose. CAS Ltd can assist your business through this transformative journey, aligning practices with values and fostering a truly people-centric culture.
The Path to Organisational Integrity
Elevate Your Business with The Ethical Strategist
Are you ready to align your organizational practices with your core values and prioritise employee well-being? Connect with Cas Johnson, The Ethical Strategist, and secure your complimentary Sip & Chat session.
Together, we’ll explore how implementing HouseRules can transform your company into a model of integrity, interdependency, and people-centric success.
