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This organization is committed to creating a workplace that supports our mission while also prioritizing the well-being of our team. This policy outlines the guidelines and expectations for all staff during the Four-Day Work Week trial. The trial will reduce the standard workweek from 40 hours to 32 hours, Monday through Thursday, while maintaining full pay and benefits. This organisation is based in the USA.
This is a safeguarding policy of a small organisation that facilitates, convenes, and runs trainings. It’s aim is to prevent harm and to empower the person who has experienced harm, avoiding punitive ways of addressing harm and limiting contact with state institutions, where possible, due to the harm these institutions themselves often cause, particularly in marginalised communities.
This policy supports trans inclusion, respect and dignity within the organisation and outlines our commitment to trans, non-binary, gender non-conforming, and gender questioning colleagues and volunteers, in areas such as: transitioning at work, DBS checks, employment references and toilet/changing facilities.
How to write a supportive policy for other kinds of leave that respond to our real life needs
This guide explores different approaches to leave, relevant aspects of law, and alternative kinds of leave to support one another to live better lives.
Ethical questions
Legal guidance
A socially-just pay policy, including adjustments for: time worked; dependents; no recourse to public funds; experience of marginalisation; city living; and disability. It also includes adjustments for freelance pay; a process for implementation; an emergency pay system; and an emergency fund for workers.
Our rest policy acknowledges that due to structural inequalities in the cultural sector, not everyone experiences work in the same way. It offers up to three additional days of paid rest per year for staff members who experience inequality.
A radical approach to safeguarding that questions the definition of “vulnerable” and instead places all people we work with at the heart of the policy holistically. We propose a shared opportunity to use non-punitive procedures, ask for consent, offer a matrix to attempt to diffuse conflict or avoid involving external agencies and supporting both victim and perpetuator.
In recognition of the gravity of the climate emergency, the PTC will donate up to 6 days leave per year (pro rated depending on your working hours) to every employee to spend on direct action – e.g. attending or preparing for demonstrations or other related voluntary activity.
A policy that establishes monthly sessions for team members with external mentors. The sessions aim to provide support, facilitate realistic workplanning, and offer an external perspective on team dynamics. Annual appraisals and anti-oppression meetings are also conducted by mentors. Confidentiality is maintained with three clear exceptions.
In Autonomic, we make decisions collectively, while also attempting to empower autonomous action by individual workers. We designed our decision making process using decision making tools we had experienced through participation in various horizontal organisations. We hope this tool is useful to others in the struggle for a better world.
This is a sick leave policy for a small collective with limited funds. On average, for each 10 days of work, you have the right to one paid sick day. However, we have decided to pool our sick days. Pooling addresses the fact that we do not all have the same health and to alleviate the stress of having “enough sick days”.
In our flat structure, we have created a “Buddy system” where each team member acts as a buddy to another. This aims to ensure that we don’t lose the good bits of management, and that we all feel supported and able to hold ourselves accountable.
The buddy system is closely related to our feedback processes which are also detailed here.
How to create a policy which supports capability rather than judging performance
How do we avoid replicating corporate doctrines of efficiency and productivity at all costs? This guide explores practical alternatives to individualised performance management processes.
Ethical questions
Legal guidance
How to create a collaborative system for keeping track of how work is going
How can we create systems of accountability without hierarchy? This guide considers options for processes that assess how we are each managing in our roles and take into account wider factors when considering why work may not be being done.
Ethical questions
Legal guidance
How to have a legally-compliant ‘disciplinary’ policy that doesn’t shame, blame or punish
How can progressive employers meet the legal requirements of a disciplinary policy, without embedding punitive values? This guide covers how ‘disciplinary’ situations can be treated as opportunities for learning and collective improvement.
Ethical questions
Legal guidance
This policy aims to provide fair and financially secure wages for all workers. It is based on a flat rate plus uplifts, including: length of service, support for dependents, experience of marginalisation, and city weighting. It also contains an emergency waging system and fund, as well as a process for administering the policy.
This policy includes: how decisions are made in a small team, the principles that underpin them, which decisions can be made by whom, and what steps will be taken to support more equitable involvement in decisions. It is based on consensus and mandate decision-making mechanisms.
How to write a fairer, more equitable pay policy
From flat pay structures to needs based pay systems – how do we live our progressive values, meet everyone’s needs and avoid replicating the systemic inequalities of the corporate world? This guide explores the tricky topic of pay.
Ethical questions
Legal guidance
How to design a supportive holiday policy that balances individual with collective needs
We all need breaks from work to rest and recharge, but how do we design a holiday system with flexibility and accountability? This guide covers what you need to know about holiday policies.
Ethical questions
Legal guidance
This peer review policy and procedure aims to support all employees to achieve and maintain their maximum (reasonable) contribution to their role at the project. It’s an opportunity for all employee members to have time to reflect on their role, to think about how their work is going and what the issues are. It’s a chance to have someone else engage with their job, listen to them and support them with anything they need help with, and to grow and develop within the role.
A template agenda for a regular group meeting which aims to offer: a deeper check-in on the experience of being in the group / space to raise issues and “have awkward chats”/ space to reflect together on our work, and our direction. This template is structured to help manage tensions and differences and to surface areas for improvement, but not to address significant conflict.
A comprehensive digital rights-based website privacy policy with detailed information about what and how site users details will be used, including by partners. Includes: user rights, text on organisational refusal to share personal data with authorities and how to have your data deleted.
The accountability agreement is a code of behaviour that all club members agree to adhere to and embrace on joining the club… we outline suggested consequences for members who have caused harm, based on current working practices. You can use these as guidance in how to engage with a person who has caused harm, depending on what has happened. You should work to these regardless of whether this person is a member, a working volunteer, or guest.
A policy to address the medium-to-long term impacts of Long COVID (and other types of chronic illness and disability) and outlines organisational processes for supporting staff affected, in a way which is aligned with disability justice and the needs of a small staff team to continue to work in a sustainable way.
We have high expectations of how we behave towards one another, and we hold each other accountable to those expectations. This policy has two sides: the culture of care that we are proactively building, and the culture of accountability that is reactively implemented. Includes: definitions of accountability and care, 3-step process for addressing harm and intro to transformative justice principles.
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