How to develop policy using collaborative and consultative processes
Many companies have written policy statements on certain aspects of organisational life. Often, those policies outline consistent and coherent behaviour for staff and management. Policies can deal with a range of issues - leave, training, discipline, incentive schemes, recruitment, and so on. But they can become dated and decrepit. You can turn your policies into fresh and workable statements by actively involving your staff in creating and revising them - and gain commitment at the same time...
1. Determine a need for the new policy.
The most effective policy stems from a grassroots need for it. For example, concern among staff that on-site training is inadequate and neglected, creates a feeling that 'We need to do something about this'. It is often difficult to create commitment to a training policy when it is management that senses the need, and then compiles and imposes a written policy statement. When presented with it, employees are likely to become defensive and resistant to the new policy's implementation. In short, there must be a clear articulation of need, preferably from the staff members themselves, if a policy is to have both credibility and direction.
2. Establish a representative policy committee.
As well, the more a policy statement is seen as the outcome of representative review and drafting, the more likely it will be approved and accepted by the employees. The process of formulating a specific policy should be outlined to all relevant groups before their participation is sought on a small representative policy committee. Ensure that the members of this committee possess skills in information-gathering, managing an extensive consultative process, writing policy statements, and communicating with the organisation. The committee is responsible for carrying the development of the relevant policy to completion using collaborative and consultative processes.
3. Gather data through wide involvement.
The policy committee can create opportunities for expansive discussion of the topic being reviewed. Strategies for staff involvement can include meetings, workshops, discussion sheets, morning teas, and other formal and informal consultation. Group discussions should be held at times convenient for all participants and include relevant special interest groups.
In a discussion of a possible change to the company uniform policy, for example, a local uniform manufacturer could be represented. First gain agreement on a clear 3-5 line rationale to underlie the final policy; then raise all relevant issues - in discussions relating to uniforms, for example, consider such aspects as the existing dress code, the case for and against uniforms, availability, equity issues, relevant legislation, design, cost, and so on. Outline the decision-making process to be adopted.
