Comment Comment
Comment on the blogs Log in here Become a member Register now
 
Lou Burrows

Lou Burrows

2 Apr 2009 | 10:55

(Maximum of 120 characters)
Articles more than one month old can be viewed only by CIPD members or PM Subscribers.


Did anyone else see that recent brilliant TV programme about the science teacher who took his class to China to see how fireworks were made? It was fascinating to see the fireworks being put together and to see all the workers in their various sections.

What really interested me was the glimpse of the very highest paid workers that formed the factory elite. These "lucky" employees work in a separate building (at a safe distance from the main factory) working hands-on with the gunpowder. This is highly dangerous work, for which they are paid two-and-a-half times the salary of the other workers. The factory walls are plastered with prayers and messages from their families so that if the whole factory blows up, they will pass to the afterlife with the blessings of their families.

I expect that many viewers found this very shocking. Perhaps they asked themselves: "Would I put my life in such danger for 10 times my salary? How could anyone put themselves in this position?”

It was only a few years ago that we were told how working long hours and stress were killing us. All the evidence pointed to the fact that long working hours are bad for our health and our families, and that stress-related illness is the silent killer in UK workplaces.

The hot topics of the moment are redundancy, efficiency, innovation and surviving this downturn. I’m noticing a growing long-hours culture among my friends and family as they face the economic crisis and are thankful that their companies are not laying off more staff. With BlackBerries on 24/7 and Skype meetings being run from home, all the tools are there to help people work longer and longer hours across different time zones.

But when HR teams are working harder than ever to help leadership teams weather the storm, we also need to lead by example. Do we all know who the people are in our businesses that work in the equivalent of the gunpowder room? And what can we do to keep them safe from overload, stress and pressure? We won't have a major explosion on our hands but, as stress and pressure builds on those who are lucky enough to still be working hard, we could be witnessing the silent killer in the workplace.

 
 

About the specialists

Iain Mackinnon

Iain Mackinnon

Managing director of the Mackinnon Partnership and a public policy consultant specialising in the people side of economic development,...

Ian Buckingham

Ian Buckingham

A specialist in employee engagement. He is the former founding MD of Interbrand Inside and the founder of the Bring Yourself 2 Work...

John Philpott

John Philpott

Chief economic adviser at the CIPD and visiting professor of economics at the University of Hertfordshire. He has been an adviser to...

John Taylor

John Taylor

John Taylor is the chief executive of Acas

Lou Burrows

Lou Burrows

Global head of people at innovation company ?What If! Since joining in 2006 Lou has revolutionised the company's approach to recruitment,...

Peter Honey

Peter Honey

Founder of Peter Honey Publications Ltd. He created the Honey & Mumford Learning Styles Questionnaire and has worked as a management...

Peter Reid

Peter Reid

European Employee Relations Consultant who has monitored employment developments in Brussels for almost 20 years. Peter also advises...

Richard Goff

Richard Goff

Richard Goff is one of the CIPD's Relationship Managers, concentrating particularly on relationships with HR Leaders and engaging them...

The Apprentice

The Apprentice

Jo Cameron is a former contestant on The Apprentice and founder of training and development company Jo Cameron’s High Performance Academy....

Apprenticeships that work

New guidance to help you in developing high-quality apprenticeships

Read the new CIPD guide

HRD Conference 2012

Add value to your business with practical L&D solutions from HRD

25-26 April. Find out more
Links open in new window
 
People Management neither recommends, nor is responsible for, the content of external sites listed here.
Your link here: contact the PM sales team.

Language does not simply reflect what is going on in organisational life: it also influences what people think and what they do

Linda Holbeche, director of the Holbeche Partnership and visiting professor of HRM/OD at Cass Business School