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Culture changes (no rules, rules style) but employment law

Hannah

Hi,

Ive been looking into the No Rules Rules and Virgin Ways of managing a business and how they change their culture to really empower their people. Im very much on board with the ideas and really want to help our business to change, but im struggling to understand how a business still follows ACAS advice and employment law when doing so. for example, if we say to an employee they can have as many days off as they like and they abuse this, how can we follow up officially through HR? If anyone has advise  or can point me in the direction of advice on this topic id very much appreciate it.

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  • A survey showed that most people with unlimited PTO took less holiday and worked on vacation rather than more time off and more freedom.

    There are a number of books and articles on "NO Rules Rules" etc often centring on netflix. They seem to "work" where there is a desirable destination employer that can attract what in teh jargon is a high talent density of emotionally intelligent people (who can give and receive feedback often) and a business that can focus on outputs rather than inputs.

    You need a clear unambiguous company culture. Often a generous severance package to allow people to move on etc. ACAS rules (which by and large are largely self evident) become "less" important as people are largely self managing or managing for teh common good and where people go against "natural justice" they get called out by colleagues and peers rather than needing to go to HR or a rule book.

    I think its the extreme rather than the norm - at that far end of the bell curve that most organisations cant or wont ever get to
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  • A survey showed that most people with unlimited PTO took less holiday and worked on vacation rather than more time off and more freedom.

    There are a number of books and articles on "NO Rules Rules" etc often centring on netflix. They seem to "work" where there is a desirable destination employer that can attract what in teh jargon is a high talent density of emotionally intelligent people (who can give and receive feedback often) and a business that can focus on outputs rather than inputs.

    You need a clear unambiguous company culture. Often a generous severance package to allow people to move on etc. ACAS rules (which by and large are largely self evident) become "less" important as people are largely self managing or managing for teh common good and where people go against "natural justice" they get called out by colleagues and peers rather than needing to go to HR or a rule book.

    I think its the extreme rather than the norm - at that far end of the bell curve that most organisations cant or wont ever get to
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