Polly Jeanneret’s HR agony aunt: Forced festivity?
This article was also featured as a HR agony aunt in the November 2016 issue of LPM. To read the issue in full, download LPM.
Q
Senior associate who used to work for us before she left for childcare reasons a couple of years ago has got back in touch – she is keen to come back, but there is resistance from partners because she hasn’t practised law since she left. Any thoughts?
A
If she was good then, she’ll be good again – what’s a couple of years between friends? The lapse in her technical knowledge can be easily remedied. Hiring someone you don’t know from scratch is much more risky. Plus, you can sell this as part of your diversity agenda. For instance, PwC’s legal arm has recently launched a ‘back to business’ placement scheme which does almost exactly what you would be doing. They send previous staff who have taken a career break on a paid 16-week programme to get them back into the workplace, including re-induction, a partner ‘sponsor’, and opportunities to network. PwC does not guarantee the individual a job at the end of it, which those commitment-phobic partners will like.
Q
A trainee has been tweeting about Brexit and has been abusive about ‘leavers’ but he only has about 20 followers. We don’t feel the need to take action but are we setting a dangerous precedent by not doing so?
A
Given that there are 300 million Twitter users, your 20 followers point is absolutely key here. It might even be hard to argue his comments are defamatory if he has so few people actually reading what he rants (presumably his followers are his friends and close family members). If he is not in any way highlighting his connection with your firm, then sleeping dogs may be better off left where they are. And though one should remember that consistency is king in management, and we should always aim to take a coherent approach, a quiet word from a mentor/partner to say that he should be careful what he broadcasts might just be enough.
Q
We want to introduce compulsory holiday between Christmas and New Year and close the office. Do you foresee any problems?
A
You would have thought that asking people to take holiday would be pretty straightforward, particularly at Christmas (season of good will and good telly). And presumably there are lots of rational arguments for closing the office: business is slow so you can cut overheads and heating bills, it should increase morale and productivity if everyone has a good break. But holidays are sacrosanct and control over them is treasured. Plus, of course, everyone likes a whinge. Here’s one gripe I guarantee you’ll get: “Cost of flights over Christmas are around two-thirds more than at other times of the year. If I have to take my holiday then, will you pay the difference?” Bah, humbug!
