The relationship charter or code of good conduct Tutorial

Discover the transformative power of the 'Relationship Charter' in our video 'the relationship charter or code of good conduct'. Learn how these charters enhance workplace harmony by promoting ethical behavior and mutual respect. From rules of engagement to outlining employee rights, find out how to implement these charters effectively and why they are essential for a cohesive work environment. Join us to explore their growing significance in fostering meaningful connections at work.

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résultat(s)
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relational,
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deontological charters,
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charter of Values or courtesy charters.
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They have gradually developed over the last 10 years in the corporate world.
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Similar to a code of good conduct,
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these charters complement the company rules
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included in the internal regulations.
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Let's discover in this video which forms these charters can take,
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what their legal values are,
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and how to implement them.
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What is a relationship charter?
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It would seem that internal regulations with mandatory clauses such as security,
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discipline,
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etc.
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are no longer enough for the company.
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The rules laid down in them protect and supervise employees,
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but do not go much further into the notion of harmony and living world together,
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hence the need to draw up relationship charters.
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Today,
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charters are flourishing in companies to the point.
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That the relationship charter can be confused with or included in
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social or ethical charters.
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For example,
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some companies have an ethical charter on harassment
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in which the possible avenues of recourse for employees
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in the event of a complaint are described.
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Within the framework of CSR corporate social responsibility,
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some charters are signed by the company committing itself,
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for example,
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to transparent recruitment,
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recognition of performance,
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refusal of discrimination,
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and protection of personal information.
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These points will of course influence employee behavior
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whether or not they are written in the form of a code of conduct.
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The pure relationship charter
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includes rules of behavior,
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ethics,
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and moral values that can sometimes be as simple
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as saying hello or thank you to your peers.
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They sometimes cover broader areas than just interpersonal relations,
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such as rules for the use of IT equipment,
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environmental respect,
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sustainable development,
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and quality.
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If the company has defined a set of values,
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its charter will certainly set out the expected behavior.
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What is the legal basis for the relationship charter?
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It should be noted that there is no legislation on the charter.
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It is not mandatory.
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It is freely at the initiative of companies,
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and its content is just as free
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as long as it respects the law.
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However,
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companies are increasingly relying on these
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charters to sanction certain employee behavior.
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They invoke lack of respect for the charter as grounds for dismissal.
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Beware,
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therefore,
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of abuse and misuse of charters.
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How to implement the relationship charter.
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The best way to ensure compliance with the rules of conduct,
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ethics,
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and moral values is to invoke employees in drafting the charter.
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Consultation with employee representatives is not
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mandatory but is strongly recommended.
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I invite you to be clear,
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concrete,
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and practical in the behavior described.
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Use action verbs as much as possible.
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Keep the presentation simple and easy to read.
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Here are a few examples of rules of conduct.
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Share known information with colleagues.
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Be punctual at your workstation,
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meetings and appointments.
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Respect others in their work and their values.
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Accept the differences of each one,
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etc.
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To these courtesy rules we can add other rules such as
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disconnecting from emails in meetings,
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being attentive when writing emails to avoid being rude or overly bossy,
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not soliciting employees on vacation or sick leave,
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taking all your days off.
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No meeting before 9 a.m. or after 6 p.m.
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Inviting only the concerned people to the meetings.
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Google will add rules like don't have meetings with more than 8 people.
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Of course,
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the publication of the charter is essential.
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Post it in accessible places,
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places where the customer and the supplier can see it too,
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for example,
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make it available on the internet.
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Mention it at meetings.
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Regularly write an article in the newspaper
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giving meaning and examples to certain points.
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You could also suggest that everyone sign the charter during
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the annual individual interview or upon arrival in the company.
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The relational ethical courtesy charter or the code of good conduct
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are tools for internal cohesion,
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allowing agreement on the objectives,
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rights,
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and duties of all.
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The charter,
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if it has not been misused for disciplinary purposes,
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can thus restore human relations to a central place in the company
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and improve well-being at work.
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To go further in the direction of well-being in the workplace,
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an anecdote.
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One of my contacts sent me a document he found
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on his desk on his first day at Renault Nissan.
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The document was entitled You Have the right to.
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Here are a few examples of rights that were noted on his welcome sheet.
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You have the right to say,
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I don't know.
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You have the right to introduce yourself.
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You have the right to ask for help,
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to make mistakes,
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to say no if you're too busy,
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not to check your emails every hour,
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to give your opinion,
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to say yes to a coffee,
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etc.
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Interesting that the company goes beyond the writing of
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lists of duties to propose a list of rights,
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list of rights to be included in the charters.
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Responsible companies spend a lot of time and energy training their
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employees in the basic rules of healthy and productive collaboration.
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Frederic Laloux
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in his book Reinventing Organizations
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gives us examples of companies that have adopted relationship charters,
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some of which go as far as to detail the expected attitude in a conflict.
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Here is an example with the company RHD,
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a company with 4000 employees that offers personal services.
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RHD has adopted a charter of rights
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and responsibilities for employees and clients.
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Here is an excerpt about the conflict.
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If conflict and disputes or disagreements are natural explosive displays or
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hostile expressions of any kind are not acceptable at RHD.
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As a member of RHD,
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it is important that you are able to do two things
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one,
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to distance yourself from your need to be right
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so that you can hear and respect the truth of others and their point of view.
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Two,
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distinguish between your thoughts,
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what's going on in your head,
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and your behavior,
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what you do or say.
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The charter then details precisely 5 unacceptable ways to express hostility.
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Degrading words and behavior,
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indirect negative messages,
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threat or abandonment,
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negation of the reality of the other person,
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intimidation explosion.
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To conclude,
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these relational charters attempt to provide
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a protective and productive work environment.
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They define what healthy relationships are at work
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and everything leads us to believe that they will develop more
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and more in the years to come on paper first,
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then
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in
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action.

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