Section B
Issue 2: Training outside of work hours

Case Study: Committed to the company, eager to learn and grateful for the opportunity.

The senior executive training in the new performance review system required 12 hours away from the office. A local country club was selected with managers arriving at 5.00 pm on Sunday, followed by a 1 hour introductory briefing at 5.30pm, dinner at 7.00pm and an evening session from 8.30-10.30pm. Monday ran from 8 am to 6 pm.

Initially 60 senior staff were required to do the program, 15 per program. That was 4 weekends in a row for Sally and her staff who would arrive mid-day each on Sunday.

A range of issues emerged due to the compulsory nature of the program. Sally was informed quietly that some were reluctant to speak up when they received the memo from the MD about the program. People had the chance to select which Sunday – Monday best suited them to attend, which was seen as fair and flexible by the MD.

Sally received complaints from single parents (male and female) and 1 father who spent each weekend in the country with his children who lived there. One manager whose wife was a doctor refused, saying his wife worked late doing her hospital rounds on Sunday nights. Two people said no to Sunday due to high level sporting commitments and one who said no due to a religious commitment on Sunday nights.

Sally had 50 of the 60 booked and 10 who appeared like they weren’t coming. She confront Ian who said “yes they are coming – no choice – they should be grateful for the opportunity”. He then drafted a reminder memo with a sting, which Sally persuaded him not to send until after they had spoken with the MD. The MD was empathetic but adamant that people had to organise their personal lives and partners better to do what was essential for work. His final word on the matter was those who chose not to attend would not be in a position to partake in the new appraisal system and would miss out on their personal bonus assessments. The memo was sent.

Sally had 7 people sign up in 24 hours, 2 rang to say “the answer is still no” and 1 letter of resignation noting this was an example of why they’d sought alternative employment.

Sally’s staff heard the seeds of doubt regarding some manager’s commitment planted, and noted the value judgments made about parenting. Nerida who had a baby chose not to raise the difficulties associated with her attendance 4 weeks in a row, and her navy partner being away. She paid to fly her mother interstate to look after her baby .

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