Kelsey Griffis, SHRM-CP, MHRM, is a people-first HR leader.
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It is human resources' job to set the policies, procedures, boundaries or what are more commonly referred to as "rules" of a company, right? Sure, creating rules is one of the many functions of human resources. Unfortunately, the "human" component of a company's rules is often forgotten. We know that not everything is cut and dry in human resources and life. To include the "human" component of human resources, company rules must allow the flexibility to "live in the gray."
A standard bereavement leave policy dictates that time off for the death of an immediate family member can be taken and very often requires some proof, such as an obituary, of the death. Such a policy further defines and spells out who qualifies as an immediate family member. This example encompasses several mistakes that make the rules completely void of any "human" component and lacks the flexibility to live in the gray. Based on my experience here are the top three mistakes HR leaders make when establishing company rules and policies.
1. Catering To The Exception, Not The Rule
Companies' most common first mistake when establishing rules is to cater to the exception to the rules rather than treating employees like the adults that they are. For example, why create unnecessary red tape and ask for proof of a loved one's death in a bereavement leave policy? Is it from fear that the time off is being abused and the employee is lying about a death? If so, wouldn't this be an exception from the case where an employee really did experience the death of a loved one? If the employee was abusing the policy and lying, isn't it likely that this behavior is reflected elsewhere in their performance and can be addressed? Then why treat all employees like they are liars?
2. Making Rules Too Detailed And Narrow
The second mistake companies often make when establishing rules is making the rules too detailed. The more detailed a rule is, the more boxed in a company's available actions are. This leaves little room to live in the gray. For example, defining immediate family members in a bereavement leave policy ties an employer's hands to accommodate a grieving employee who loses a loved one outside of that definition. What if your employee has a miscarriage or loses their best friend who was like a brother to them? If an exception is made for them, will it be made for all employees? What happens if exceptions are not made consistently? Why is there a company rule that may require exceptions and risk inconsistencies in practice?
There is a substantial legal risk when a company takes action outside of the box of the rules created and fails to treat all employees and situations consistently. Why not establish looser guidelines instead of over-defined rules to allow the flexibility required to provide the "human" component and live in the gray? For example, instead of providing bereavement leave to the defined immediate family members, why not just say loved ones? Is there fear that employees will abuse the policy? Refer to mistake No. 1. Treat employees like the adults they are.
3. Following Rules Blindly
The third mistake made regarding company rules is following them blindly. Sometimes, the rules don't make any sense, and you find yourself trying to fit a square peg into a round hole. Blindly following rules is the greatest threat to taking the "human" component away from human resources.
Consider, for example, denying bereavement leave for the death of a friend when a bereavement leave policy only allows time off for an immediate family member. What if the employee is beside themselves in emotion and is struggling to function—and this self-awareness prompts the request? Do you want them working? If so, how will it impact their work and interactions with others? Is it worth jeopardizing the employee's loyalty to the company? Bereavement leave is intended to give an employee time to grieve and settle affairs and acknowledges that it's in neither party's interest for the employee to be working. Does it make sense that an employer dictates whom an employee can have the time to grieve?
It is essential to put the "human" component into all company rules by not blindly following them, making them unnecessarily detailed or catering them to the exception of the rule to allow flexibility to live in the gray and treat employees as humans.
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