Legal and HR Jargon

What Jargon Annoys You?

Let’s face it, we all have pet hates when it comes to jargon and terminology.  Lawyers use it all the time, and it is usually a big gripe that lawyers write in a style of language which is hard to understand. We’ve all come across Legal and HR Jargon too often.

Actually, that is less true these days than it used to be.  Most lawyers I know are now careful to write correspondence to clients in plain English, and try to explain difficult concepts in language their clients will understand.  But when it comes to legal documents, all too often lawyers go back to archaic and old-fashioned legalese, full of long sentences replete with double negatives.  If you have tried to read a property Lease, you will know what I mean.

The great thing is that it is easy to blame the Americans for some of our horrible terminology.  In my field of employment law, the term “human resources” has sadly taken hold (although thankfully it is made somewhat more palatable by the generic term “HR”).  But we just need to think of terms like “Chief Executive Officer”, “President” and “Vice President”, “reach out”, “core competency”, “going forwards”, “buy-in”, “empower”, “blue-sky thinking”.  Ugh.

Another one of my pet hate terms is “Corporate Social Responsibility”.  This is the whole area devoted to making companies look like they have a conscience and care about society at large (rather than just profit, shareholders and directors’ bonuses).  But Corporate Social Responsibility sounds like you are trying too hard to be good, the focus being on the `corporate’ element rather than `social responsibility’.  Could we not come up with something better – how about “What We Do to Help Others”?

That said, it is only a term of language and really I should get over it.   Lots of companies do many good activities and try to benefit society at large, and so what if they get a bit of good PR and kudos out of it?

LEJOG

And on that note, I am joining in the Corporate Social Responsibility activity of none other than Deloitte.  They organise an annual Ride Across Britain challenge, and I will be cycling from Lands End to John O’Groats in a 9 day haul this September, with approximately 1000 other cyclists.

It is going to be tough, but I’m thoroughly looking forward to it and have – temporarily – embraced the MAMIL fraternity.  But the important ‘social responsibility’ bit is that most of us will be raising money for various charities, and I am pleased that I will be raising money for the MS Society.

If you would like to donate to my justgiving page you can do so here.

And if I and many others can raise a decent amount of money for good causes, I’ll happily put up with any amount of jargon.

(c) Ben Thornber, Thornber HR Law

 

 

 

What makes you happy at work?

Genuine question.  Not easy to answer though.  But businesses need to keep asking this question of their workforce to help ensure they recruit and keep the best staff.  And we all need to question this ourselves to make sure we are in the right place at work.

There are a number of basic “happiness” factors such as pay and benefits, how much of the intrinsic nature of work itself we find enjoyable, how much boring “office admin” takes up of our time (less is more).  But to a large extent these factors are determined by the type of industry or work we have chosen to do; the constraints are inherent in the role and company.

There is also a large push within companies to introduce “well-being” schemes.  These range from encouraging flexible working, designing ergonomic workspaces, supplying healthy foods and drinks, or encouraging more physical activity with cycling schemes and subsidised gym membership.  They all help to create a healthy working environment, which in turn encourages staff to stay and feel motivated.

Other areas which play a part are corporate values and corporate social responsibility.  This will help determine whether, at an instinctive level, we feel comfortable working for a company or whether we want to look elsewhere.

But when it comes to happiness at work, most people ask themselves more fundamental questions:

• Am I respected and listened to?
• Do I have control (within reason) over when and how I do my work?
• Do I feel valued?
• If I do a good job, will I have an opportunity to progress?

Only when you answer “yes” to these questions will you feel happy at work.  Or to put it another way, I defy anyone to consider themselves happy at work if they are not respected and do not feel valued.  Even if they are paid a shed load of money.

So, the key for companies and managers is to ensure that they do respect, listen, give control to and value team members and direct reports.  Not easy, because if it was we would all be doing it.

But here is one method everyone can try.  For your 1-2-1 review meetings with team members (preferably outside the office, over coffee), ask how they see their successes and what they have done well.  Keep it positive, and don’t let them dwell on what they see as the bad bits.

Then ask them what they would like to improve, how they and the team could do better.  Thank them for their thoughts.  And then next time: review, give feedback and repeat.  Consistently.

If we all did this, would we not feel happier at work?

(c) Ben Thornber, Thornber HR Law

Contact Thornber Employment Law

If you want a free discussion on the issues in this article or on any other employment law or HR issue, give Ben a call on 01383 272 000 or fill out our online enquiry form to arrange your free initial discussion.