The swinging pendulum

Once upon a time and a long time ago in the land of Oz the Sirs ruled all workplaces. Whatever the Sirs said or demanded was the way things happened. This, of course, was untenable and over time the idea of a `fair go' became part of the culture of the fair land of Oz.

The pendulum moved in the other direction and the concept of `fair go' came to mean that employee's representatives were able to rule the roost. An often heard cry became, `If you don't do what we want you to do we are out on the grass.'

The culture shift continued. There became an accepted notion of fairness and equity, individual and collective responsibility and involvement became prevalent, and the principle of employees being the most valuable asset in a business became common place.

This drove laws to be made to prohibit threatening and bullying behaviour. Workplaces were characterised by flexible working arrangements and conditions and the ability of employers to negotiate directly with employees individually or collectively. The pendulum swings back.

Workplace productivity increased and lost time through industrial disputes diminished to insignificant amounts.

Pushing boundaries

However, as is always the case, there are some who push the boundaries of acceptable behaviour. In trying to address this, policies, laws and regulations are developed.

Next in the land of Oz there was to be an election. One of the key issues for the civil infrastructure industry was where the pendulum would be. But maybe the outcome of the election would be about change.

My apologies are extended to those who see the above as a trivial simplification of the current situation. Whatever happens between now and the end of the year, we must continually stand up for the fundamental attributes that allow businesses to operate with a focus on growth, quality of outcomes, people development and safety.

My real point is that we must stand up to those who want to make rules which require overly bureaucratic compliance or inappropriate interference for the operations of our members.

In an attempt to make the cowboys conform, we must resist attempts to put hurdles in place, for the majority who do have good practices. This includes not reverting to systems which allow unacceptable behaviour from third parties leading to prolonged and expensive for all legal action.

Meet required standards

Civil construction businesses that promote quality, strive for excellence and seek to be around for the long term, are those where we are likely to find people management, leadership and workplace relations practices that meet required standards.

The industry and your organisation have a significant role to play in supporting, assisting and guiding members. This on its own is not enough. While there are clients who do not have a focus on the outcomes, but rather are more keen to drive for the lowest cost above and beyond anything else, there will be problems for the industry. This penny-pinching approach promotes a climate for cutting corners, poor employment practices and unsafe work practices.

I am not suggesting that price is unimportant. Rather, I am saying that there are other factors for clients to consider. The public expects standards in regard to the construction of infrastructure. Equally the public should expect standards to be met in the construction of all infrastructure. One of those standards is surely about meeting workplace relations standards.

Stopping the pendulum

Where do you want the pendulum to stop following the coming election? We have seen the government shift ground a couple of months ago in regard to the fairness test. A good idea in principle, but it resulted in more paperwork and complexity for, in particular, smaller businesses.

The opposition commenced with a hard line approach some months ago and has now shifted ground somewhat with its policy statement. Again, smaller businesses look like being at the end of more bureaucracy and less flexibility in the attempt by the opposition to control the wrongdoing fringe.

At election time we will all see the outcome. Whatever the result, we need to continue to strive for a system, which makes it harder and harder for the cowboys to compete. Bad behaviour promotes bad behaviour and we must advocate to end the cycle.

In closing it is important to note that Safe Work Australia Week is from 21 to 27 October this year. My comments above are centred on behaviours. Behaviour is what underpins good safety management practice. The Federal Safety Commissioner in his recently published Leaders in Safety guide describes five steps for the development of safety management behaviours.

1. Understand how behaviour works

2. Define what behaviour you want senior managers to demonstrate.

3. Start influencing, developing and supporting senior management attitudes and beliefs

4. Develop and ensure senior managers' ability and opportunity to undertake safety behaviours.

5. Build an environment that supports and encourages senior management safety behaviours.

At any level within any business these steps provide a sound basis for operation.