Acknowledgments, xi, 
Preface, xiii, 
Part I. The Theory: The Foundation for a Healthy Work Environment, 
Chapter 1 A Healthy Work Environment Begins with Leadership, 3, 
Chapter 2 Transactional versus Transformational Leadership, 7, 
Chapter 3 Enlightened Leadership, 11, 
Part II. The Action Plan: How to Create a Healthy Work Environment, 
Chapter 4 The Right Team Members, 19, 
Chapter 5 Integration, 27, 
Chapter 6 Purpose, 34, 
Chapter 7 Mission Statement, 40, 
Chapter 8 Vision, 49, 
Chapter 9 Goal Accomplishment: Part 1, 59, 
Chapter 10 Goal Accomplishment: Part 2 Strategic Planning, 67, 
Chapter 11 Systems, 78, 
Chapter 12 Communication, 91, 
Chapter 13 Trust, 100, 
Chapter 14 Appreciation, 115, 
Chapter 15 Respect, 127, 
Chapter 16 Accountability, 140, 
Chapter 17 Pride in Work Well Done, 149, 
Chapter 18 Engagement, 156, 
Chapter 19 Decision Making, 167, 
Chapter 20 Confrontation with Care, 180, 
Chapter 21 Problem Solving: The Key to Progress, 187, 
Chapter 22 Delegation of Responsibility, 194, 
Chapter 23 Reward for Work Well Done, 200, 
Chapter 24 Change, 207, 
Chapter 25 Reflections and Telescopes, 217, 
Chapter 26 Fun!, 225, 
Imagine, 229, 
Bibliography, 231, 
Appendix: New Employee Orientation Checklist, 239, 
About the Author, 243,

CHAPTER 1

A Healthy Work Environment Begins with Leadership

If your actions inspire others to dream more, learn more, do more, and become more, you are a leader.

— John Quincy Adams

Each person on a team is a leader — each and every person.

First, you are a leader of yourself. You make a decision about how you will approach the day — every day. Will you bring a good attitude to work — or a sour attitude? Will you be an asset to the organization — or a detriment? Each person has the opportunity to make or break the relationship with a client, customer, vendor, or patient. And so, you choose. How will you impact each day and your organization's productivity?

Second, each person is a leader of other members of the team. Teammates must be able to count on one another. Your colleagues need to trust that you will do what you are supposed to do, how and when you are supposed to do it. And you must be able to count on others in the same way. In addition, ask about the goals and aspirations of your teammates and help them accomplish those aspirations. Encourage their growth and productivity. Everyone wins.

Third, you are a leader of your clients. You cannot push anyone into making a decision, but you can lead them into making a decision — hopefully one that leads them to purchase your product or service. Your interactions with clients will influence their opinions of your team, your employer, and your organization. You are the face of the organization with each and every interaction.

Leadership is the foundation of a healthy work environment. Some leaders are great, and others are not so great. Think of people whose leadership had powerful, positive influences and effects upon your life. Ask yourself the following questions:

1. What did they do that was helpful and supportive?

2. How did they talk to you? Did they give you feedback that helped you grow and get better?

3. Was their guidance sometimes tough? Was it positive and constructive?

4. How did you respond when they corrected something you were doing?

5. What actions of good leaders do you want to incorporate into your life, and which things do you never want to do?

Peter Drucker, one of the leading management experts of our time, coined the term knowledge workers. Knowledge workers make up the main body of people in the workplace today. They want to grow, develop, and make a difference. They want to be fairly compensated, have balanced lives, and feel enriched because of the work they are doing. Therefore, as the workplace evolves, altering the skills of leadership to meet the needs of this new knowledge worker will be beneficial to prosperity. Drucker indicated that knowledge workers own their skills. They can and will move if the workplace situation does not allow them to flourish (Drucker, 1999).

The Theory

I am going to lead you through a synopsis of the theory — the research — behind the book you are preparing to read and study. What! Gasp! Theory? Yes, theory. The background. The foundation. The reason behind what I am getting ready to teach you. I don't want you to build a work environment on sand! Nope! I want you to build it on rock. Solid rock. And that's the research. The history. The foundations of truth are instrumental for any long-lasting business, relationship, or country.

As a longtime student of piano, I studied theory ad nauseam. I did my "dozen-a-day" and Czerny exercises every day. My first piano recital piece was "The Country Capers." But, lo and behold, after years of intentional study of the theory and many hours of practice, my senior recital piece was Grieg's "Sonata OP. 7," which I can still play. When you truly learn something, you own it. It isn't a fleeting discovery or a passing fancy. It is grounded. Internally yours. You never know how far you can go with a foundation of theory and a lot of practice!

My intention is to provide the theoretical groundwork — the foundation — to give you the mechanisms to turn principles and theory into daily realities: things you can sink your teeth into, make happen, and put into action. Fair enough? Okay, then, read on.

CHAPTER 2

Transactional versus Transformational Leadership

Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential.

— Warren Bennis

There are two distinct types of leadership that are evident in the workplace: transactional and transformational. Let's look at each.

Transactional Leadership

Transactional leadership has been dominant in the workplace historically, but this is changing. In this type of work environment, the leader dictates to followers what they will do and how they will do it. The leader indicates requirements and the results that are to be accomplished and outlines the rewards for fulfilling these requirements. There is little interactive communication. Creativity is not encouraged. Rewards are defined by money — not fulfillment or growth. Rewards for work well done are finite. There's not much room for personal development.

Transactional leadership is a hierarchical style of leadership with a top-down style of authority. The employees do not participate in decision making, and their ideas are not encouraged. Communication channels between executives and employees are limited.

Wow! That doesn't sound fun, does it?

Talented people will leave an organization if they are not challenged and appreciated. In a work environment where transactional leadership is evident, attracting and retaining top team members is tough! They may come, but they may not stay.

Certainly, there are times and situations where the executive team or owners must take charge and, of course, they expect and require certain levels of performance. There are times when transactional leadership is not only desired; it is necessary. However, the methods by which leaders encourage productive performance are changing.

Transformational Leadership

In contrast, transformational leaders inspire and motivate employees to achieve excellent results in their work and to become leaders themselves. Their leadership style is horizontal rather than hierarchical. Workers are empowered, and individual goals as well as organizational goals are aligned with their unique talents and abilities.

The function of leadership is to produce more leaders, not more followers.

— Ralph Nader

Transformational leaders consistently stimulate awareness of the mission and vision of the organization. They encourage team members to be a part of writing goals and designing action plans to accomplish them. In other words, team members participate — and love it.

So study the theory and practice!

Transformational leaders are role models. Colleagues and employees respect them. They trust them to do what they say they will do. Followers believe in their leaders, want to be like them, make them proud by performing well, and emulate the lives of these revered leaders. These leaders function not from a place of power but from a place of integrity and nurturing (Bass and Avolio, 1994). Talented people can and will perform excellently when provided education, development opportunities, and feedback, so continuing education is offered. It is not seen as a mandate but as a benefit. A transformational leader sees employees as individual human beings who have lives outside the organization and honor the "whole person." These leaders have a sense of hope and optimism.

When transformational leaders set their goals and expectations at a high level, employees tend to do the same thing. Alignment with the purpose, mission, and vision is evident in every aspect of the business. All people, all products, all marketing, and all interactions with clients send the same message. When the leader sets this tone and consistently represents this vision, other members of the team will be more likely to do the same (Jameson, 2000).

Optimism is a belief in and expectation of positive outcomes, even in the face of difficulty, challenge, or crisis. Optimism is the expectation for the best in everybody, everything, and every situation.

People come to an organization and stay committed to the organization for different reasons.

1. Some love the work itself because it gives them a chance to make a difference, affect the life of another, or work toward positive social change.

2. Some want and need the money, the benefits, and the practical, essential elements of life.

3. Some want the social interaction with people who share a common interest and vision.

4. Some thrive in an environment where their gifts and talents are appreciated

5. And some come for all of the above reasons (L. Murphy, 2005).

Rather than coming to work for the sole purpose of drawing a paycheck, people who are inspired and motivated by a transformational leader want to be there. They perform well as a commitment to the organization and the leaders rather than from a posture of compliance. When people find creative expression in their work and experience joy and happiness in the workplace, the emotions transfer to home and family (Bass and Avolio, 1994). Employees today want to be trusted with the freedom to make decisions and to be creative while doing so (Webb, 2007).

What an exciting time in the workplace today. Natural, caring relationships are desired rather than tyrannical relationships that are difficult for all parties. Transformational leadership is the way of the future — and the future is now.

CHAPTER 3

Enlightened Leadership

Enlightened leadership is spiritual if we understand spirituality not as some kind of religious dogma or ideology but as the domain of awareness where we experience values like truth, goodness, beauty, love and compassion, and also intuition, creativity, insight and focused attention.

— Deepak Chopra

Consider the values that Chopra states in this opening quote: truth, goodness, beauty, love, compassion, intuition, creativity, insight, and focused attention. Interpret those values into your own thought processes and experiences. What does each mean to you? To your organization? Does this seem "fluffy" to you? Something you want to avoid like the plague? Would it be interesting or great if these values were present in your interactions with each other and with your customers?

Throughout this book, I am going to take these fluffy areas and give you nuts and bolts ways to create an environment where this is not only the standard but the norm. People in the digital and technological era of today are not the same as people from the industrial era. Don't turn your head away and pretend you don't see. Embrace the terrific evolution that is occurring as transformational leadership comes into its own. While the great leaders, theorists, and researchers have professed the values of this type of leadership for centuries, its time has come.

Today's knowledge worker wants to maximize potential, find satisfaction in the workplace, and be respected by colleagues and employers. They want to be competent in their jobs. People spend so much time at work, and they want to enjoy being there. With a more respectful, communicative relationship between employer and employee, the employer/leader becomes the one who serves the employee rather than the reverse (Durkheim, 1961).

The first responsibility of a leader is to define reality.
The last is to say thank you.
In between, the leader is a servant.
— Max De Pree

Hierarchy of Needs

Can a book be written on management without including a nod of the head to Maslow? Not this psychologist! The work of Abraham Maslow is foundational to the principles being described throughout this book.

Maslow (1999) developed a hierarchy of needs, delineating the various levels of need in a human being that must be satisfied for a person to rise to the next level of development. People can advance to the next level of need only when they have satisfied the previous level or levels. This principle applies to the work environment and life in general. The hierarchy of needs (Maslow, 1999) follows (from lowest to highest):

1. physiological needs

2. safety and security needs

3. social needs: love and belonging

4. esteem needs

5. self-actualization

Maslow's Hierarchy of Needs.

In an environment that professes and practices what Maslow termed enlightened management (1998), employees are trusted, and they trust the leaders. Needs are identified, and effort is made to satisfy those needs. Mutual care and respect are evident between and among employees and employers. In this kind of an enlightened environment, the concept of teamwork, cooperation, and spirit of unity can develop. Synergy is desired. Well-established systems make it possible for people to function at an optimum level, synergistically.

A young person with whom I work said, "I know I can do what I'm supposed to do because I can count on my teammates to do what they are supposed to do. We function like a well-oiled machine: no glitches. Things flow really well because we are a cohesive unit. It's fun!" Unselfish behavior is the hallmark rather than a competitive, hostile environment.

Flow

Csikszentmihalyi (1990) described flow as "a state in which people are so involved in an activity that nothing else seems to matter; the experience itself is so enjoyable that people will do it even at great cost, for the sheer sake of doing it." This kind of experience, inside or outside of work, is pleasurable to the point that people lose track of time and are not easily distracted from the activity in which they are engaged. They are deeply involved in the activity and do not want to stop — even for meals. They may find it difficult to turn their attention to other activities or to other people; time seems to pass quickly without notice (Csikszentmihalyi, Rathunde, and Whalen, 1993).

Csikszentmihalyi and his colleagues found that flow is being in a zone or a mental state where people become so fully immersed in an activity or project that they have focused energy, total involvement, and enjoyment in what they are doing. Flow is "completely focused motivation." People who truly love their work and the service they are providing are happier, more successful, and accomplish a higher level of performance. The flow theory proposes three conditions that have to be met to create a state of flow:

1. A clear set of goals and methods for evaluation. This provides directions and structure to tasks being performed.

2. Clear and immediate feedback that allows for rapid adjustments to be made to improve performance

3. A balance between the perception of the difficulty of the task and the perception of the ability to perform the task. Confidence is a characteristic of flow. (Csikszentmihalyi, 1990)

The challenges of staying in flow are boredom, apathy, and anxiety.

1. Boredom: Challenges are few and far between; a person's skills level exceeds the requirement of the job; talent is not nurtured. Remedy: These people will seek other opportunities if they are not challenged. Provide new responsibilities that give them a chance to stretch and grow. Trust them.

2. Apathy: No interest. Skills are underused. Challenges are low. Unmotivated. Don't care. Remedy: Find their interest. Match the interests to the tasks. Light the fire.

3. Anxiety: Challenges are so high that they exceed a person's ability or skill level. This causes distress and discomfort. Remedy: New skills can be learned. Provide support, education, and feedback to lift skill level and confidence.

(Continues...)

Excerpted from Creating a Healthy Work Environment by Cathy Jameson. Copyright © 2016 Cathy Jameson Ph.D.. Excerpted by permission of Balboa Press.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

“Acerca de” puede pertenecer a otra edición de este título.

PBShop.store UK

Fairford, GLOS, Reino Unido

Vendedor de 5 estrellas

Vendedor de IberLibro desde 11 de junio de 1999

Tarifas de envío de Reino Unido a Estados Unidos de America

Artículo	De 10 a 20 días hábiles	De 10 a 20 días hábiles
Primer artículo	EUR 4,99	EUR 4,99

Los plazos de entrega los establecen los vendedores y varían según el transportista y la ubicación. Los pedidos que pasan por la aduana pueden sufrir retrasos y los compradores son responsables de los aranceles o tarifas asociadas. Los vendedores pueden ponerse en contacto con usted en relación con cargos adicionales para cubrir cualquier aumento en los costes de envío de los artículos.

Métodos de pago

Descripción de la tienda

**Please note our transit times are from the date of dispatch.** We first started out as “The Paperback Exchange,” a chain of physical bookstores where we would part exchange your beloved books for new stories to transport you to faraway places. However, as shopping started to evolve to online shops and marketplaces, we bid our stores goodbye to become “PBShop.” This transition has only allowed us to blossom as we now ship thousands of titles to book lovers across the globe. We pride ourselves in being a community of local book lovers which allows our passion and devotion to shine in everything we do. In 2020 we not only celebrated our 20th birthday but our 1st birthday as being completely employee owned after becoming an E.O.T in September 2019. We are proud to be different and embrace standing apart on a book mountain by working from a virtual inventory which allows us to provide thousands of books that may be difficult to get for your bookshelf or your studies. Working with a number of different suppliers allows us to explore other avenues such as puzzles, sheet music and even stationery so we really do have something for everyone. Life is about being versatile in all realms of existence. If this is your first purchase with us, or you are a returning customer, we would like to welcome you to the PBShop family, for there is no friend as loyal as a book. We are a company who put our customers at the centre of everything we do as we understand the importance of reading because once you learn to read, you will forever be free. There are a whole lot of things in this world of ours that we are yet to explore, which is why we will forever inspire curious minds.…

Especialidad

Hardbacks, Paperbacks

Información empresarial del vendedor

Pbshop.co.uk

Unit 22 Horcott Industrial Estate, Horcott Road
Fairford, Reino Unido GL7 4BX

Contactar con el vendedorVer los artículos de este vendedorVer la página principal del vendedor

Condiciones de venta

Returns Policy
We ask all customers to contact us for authorisation should they wish to return their order. Orders returned without authorisation may not be credited.
If you wish to return, please contact us within 14 days of receiving your order to obtain authorisation.
Returns requested beyond this time will not be authorised.
Our team will provide full instructions on how to return your order and once received our returns department will process your refund.
Please note the cost to return any unwanted order to us is borne by the buyer.
Should your order arrive damaged, not as advertised or faulty, we must be advised of this within 14 days of delivery. Please contact us so we can find the best solution for you.

Our Customer Care Team can be contacted by emailing alborders@paperbackshop.co.uk, or by calling our UK Office on +441285 712 917. We are available 9:00am till 5:30pm GMT Monday to Friday.

Derecho al desistimiento

Si es un consumidor, puede rescindir el contrato de acuerdo con lo siguiente. Por consumidor se entiende cualquier persona física que actúe con fines ajenos a su actividad comercial, empresarial, oficio o profesión.

Información sobre el derecho de desistimiento

Derecho legal de desistimiento

Tiene derecho a rescindir este contrato en un plazo de 14 días sin dar ningún motivo.

El periodo de desistimiento vencerá a los 14 días desde que usted, o un tercero que no sea el transportista e indicado por usted, adquiera la posesión física del último bien o del último lote o pieza.

Para ejercer el derecho de desistimiento, complete de forma electrónica y envíe una declaración clara en nuestro sitio web, desde "Mis compras" en "Mi cuenta". Le enviaremos sin demora un acuse de recibo de dicho desistimiento a través de un soporte duradero (por ejemplo, por correo electrónico).

Para cumplir con el plazo de desistimiento, basta con que envíe su comunicación relativa al ejercicio del derecho de desistimiento antes de que venza el periodo de desistimiento.

Efectos del desistimiento

Si rescinde este contrato, le reembolsaremos todos los pagos que hayamos recibido de usted, incluidos los gastos de envío (excepto los gastos adicionales que surjan si elige un tipo de envío que no sea el tipo de envío estándar más económico que ofrecemos).

Podemos hacer una deducción del reembolso por la pérdida de valor de cualquier bien suministrado, si la pérdida es el resultado de una manipulación innecesaria por su parte.

Efectuaremos el reembolso sin demoras indebidas y, a más tardar, 14 días después de que se nos informe de su decisión de rescindir este contrato.

Efectuaremos el reembolso utilizando el mismo medio de pago que utilizó para la transacción inicial, a menos que haya acordado expresamente lo contrario; en cualquier caso, no incurrirá en ningún cargo como resultado de dicho reembolso.

Podremos retener el reembolso hasta que hayamos recibido los bienes o hasta que nos haya presentado una prueba de que los ha devuelto, lo que ocurra primero.

Deberá devolver los bienes o entregarlos a PBShop.store UK, Fairford, United Kingdom, +44 1285 712917, sin demoras indebidas y, en cualquier caso, en un plazo máximo de 14 días a partir del día en que nos comunique su desistimiento del presente contrato. El plazo se cumple si devuelve la mercancía antes de que venza el periodo de 14 días. Tendrá que asumir los gastos directos de devolución de los bienes. Usted solo es responsable de la disminución del valor de los bienes como resultado de una manipulación distinta a la necesaria para establecer la naturaleza, las características y el funcionamiento de los bienes.

Excepciones al derecho de desistimiento

El derecho de desistimiento no se aplica a lo siguiente:

La entrega de periódicos, diarios o revistas, con la excepción de los contratos de suscripción; y
El suministro de contenido digital que no se proporcione en un soporte tangible (por ejemplo, en un CD o DVD) si, al hacer el pedido, aceptó que podíamos empezar a entregarlo y que no podría desistir una vez iniciada la entrega.

Condiciones de envío

Orders are shipped from our UK warehouse. Delivery thereafter is between 4 and 14 business days. Please contact us if you have any queries about our services or products.

Privacidad y seguridad

We are committed to protecting the privacy and security of personal data. This policy tells you how we will collect and use your personal data, and what you should expect in respect of the personal information about you that we have collected.

We are PBShop.co.uk Limited (registered in England & Wales with Company No: 9366362). Our registered office is at Swatton Barn, Badbury, Swindon, SN4 0EU, United Kingdom.

The person with responsibility for our data protection compliance is the Managing Director and they can be contacted via email at help@pbshop.store.

We are the data controller of the personal data that we keep and use, and we are therefore responsible for making sure that our systems, processes and people comply with the relevant data protection laws in respect of that personal data.

We will act in respect of personal data to comply with the six principles of the General Data Protection Regulation (“GDPR”), which are:

Lawfulness, fairness and transparency;
Purpose limitation;
Data minimisation;
Accuracy;
Storage limitation;
Integrity and confidentiality.
You have rights in respect of how your personal data can be processed; these include the right to request:

a copy of your personal data;
that inaccurate data is rectified; and
that your personal data is, in certain circumstances, erased or restricted.
You have the right to complain to the Information Commissioner, which you can do by contacting the Information Commissioner’s Office (ICO) directly. Full contact details, including a helpline number, can be found on the ICO website (www.ico.org.uk). This website also has useful information on your rights and our obligations. However, please raise any concerns or issues with us first so that we may deal with this as quickly as possible for you.

COLLECTION, USE AND DISCLOSURE OF PERSONAL DATA
We collect and process data for the following reasons:

personal data collected and created in relation to our selling books and other items; and
personal data relating to our people (which means those people working for our company, or providing services to us, or potentially working or providing services to us, including employees, consultants, temporary or casual workers and contractors).
All of our people are required to abide by our Privacy Policy when handling personal data, and are provided with appropriate data protection training. Any breach of data protection will be taken seriously, and may result in disciplinary action.

Selling books and other items
COLLECTION:
We will collect personal information which may include names, addresses and other information for our customers. This will be done for the management of the commercial relationship with our customers.

We may collect this personal data from you directly, and also from third parties, including publicly available third party sources. Additional personal data will be collected as it is created by or supplied to us in the course of anything we do for you.

USE:
We will use the personal data in the course of making sales and to comply with requirements that we are required to undertake.

We will only use your personal data when the law allows us to. Most commonly, we will use your personal data in the following circumstances:

in performance of a contract (the agreement to sell books and other items); and/or
compliance with a legal obligation; and/or
vital interests of the data subject; and/or
where it is necessary for our legitimate interests (or those of a third party) and your interests and fundamental rights do not override those interests.
We may also use your personal data in the following situations, which are likely to be far less common:

where we need to protect your interests (or someone else’s interests);
where it is needed in the public interest or for official purposes.
DISCLOSURE:
We may share personal data with third parties as is necessary in the sale of books and other items, including to third party providers who deliver services to support the operation of our company.

In respect of all disclosures of personal data, we will only share the personal information which is necessary for the particular purpose for which it is provided, or where we have another legitimate interest in doing so, and we will ensure that the personal data is appropriately protected.

RETENTION PERIOD:
We will keep personal data only for as long as is necessary to fulfil the purposes for which we collected it, including for the purposes of satisfying any legal, accounting or reporting requirements. Normally, our retention period for personal data collected for this purpose is a minimum of 6 years after the end of the period that we are selling books and other items.

Our people
COLLECTION:
We will collect names, addresses, contact details, education and employment history, identity and other background checks (which may include appropriate criminal and financial checks and confirmation of the right to work in the UK), marital status and information on next of kin and dependents, financial information (such as bank details and NI numbers), date of birth, gender, a copy of your passport and driving licence, performance information and compensation history, recruitment information (including references), salary, benefits, pension and annual leave information, disciplinary and grievance information, photographs, information about your use of our information and communications systems and CCTV footage or other information obtained through electronic means.

We may collect and use special categories of personal data as required in the carrying out of obligations and exercising specific rights of us or the data subject in the field of employment. This may include information relating to matters such as health, racial origin, religious belief and offences or alleged offences.

Personal data may be collected from you during the selection process (for example via your application form and CV) and during your employment (including holiday forms, expense claims, performance reviews, any disciplinary or grievance processes), or from third parties, including referees, health service providers, background check providers.

USE:
Personal data of our people will be used for HR administration and management, both in respect of the selection of people to work for us (including suitability, eligibility and/or fitness to work), and those who do work for us, to include learning and development, disciplinary and security (of people, offices and data) requirements, providing and liaising with benefits providers, business management and planning (including accounting and auditing), paying you and dealing with tax and NI deductions, assessing and deciding on salary reviews and compensation, conducting performance reviews and managing performance, dealing with legal disputes involving you or others, preventing fraud, monitoring your use of our information and communications systems, ensuring compliance with our policies, and equal opportunities monitoring.

We will only use your personal data when the law allows us to. Most commonly, we will use your personal data in the following circumstances:

In performance of a contract with you; and/or
compliance with a legal obligation; and/or
vital interests of the data subject; and/or
where it is necessary for our legitimate interests (or those of a third party) and your interests and fundamental rights do not override those interests.
We may also use your personal data in the following situations, which are likely to be less common:

where we need to protect your interests (or someone else’s interests);
where it is needed in the public interest or for official purposes.
In respect of all disclosures of personal data, we will only share the personal information which is necessary for the particular purpose for which it is provided, or where we have another legitimate interest in doing so, and we will ensure that the personal data is appropriately protected.

In respect of special categories of personal data, we may process this in the following circumstances:

in limited circumstances with your explicit written consent; and/or
where we need to carry out our legal obligations and in line with our policies; and/or
where it is needed in the public interest (such as for equal opportunities monitoring or in relation to our occupational pension scheme), and in line with our policies; and/or
where it is needed to assess your working capacity on health grounds, subject to appropriate confidentiality safeguards.
Less commonly, we may process this type of information where it is needed in relation to legal claims or where it is needed to protect your (or someone else’s) interests and you are not capable of giving your consent, or where you have already made the information public. We may also process such information about our people (or former people) in the course of our legitimate business activities with the appropriate safeguards.

The special categories of personal data may be used in the following ways:

in relation to leaves of absence, to comply with employment and other laws;
in relation to your physical or mental health, or disability status, to ensure your health and safety in the workplace and to assess your fitness to work, to monitor, manage and administer benefits and absences;
in relation to your race, national or ethnic origin, religious, philosophical or moral beliefs, or your sexual life or sexual orientation, to ensure meaningful equal opportunity monitoring and reporting.
DISCLOSURE:
Personal data may be transferred to service providers who support the operation of our business (such as payroll service providers), to other third parties reasonably necessary in the conduct of our business (including insurers, professional advisors, regulators). These third parties may be acting as processor, or controller of personal data in their own right.

RETENTION PERIOD:
We will keep personal data only for as long as is necessary to fulfil the purposes for which we collected it, including for the purposes of satisfying any legal, accounting or reporting requirements. We will normally keep personal data of applicants who we do not employ for six months after we receive it.

We will keep personal data of employees throughout your employment and normally for a minimum of six years after your employment ends.

Changes to your personal data
It is very important that the personal information that we hold about you is accurate and current. Please tell us if your personal information changes during your relationship with us.

Data Security
We have put in place measures to prevent your personal data from being accidentally lost, used or accessed in an unauthorised way, altered or disclosed. In addition, we limit access to your personal data to those of our people and other third parties who have a business need to know. They will only process your personal data on our instructions and where they have agreed to treat the information confidentially and to keep it secure. We have put in place procedures to deal with any suspected data security breach and will notify you and the ICO of a suspected breach where we are legally required to do so.

Where we store your personal data
We principally store data, both electronically and on file, at our office.

Personal data may be transferred outside of the EEA by processors acting on our behalf. For transfers to countries not considered adequate by the EC, we will ensure that personal data is adequately protected, as required by the GDPR. This would include by use of the Standard Contractual Clauses adopted by the EC to protect personal data.

Your rights
Under certain circumstances, you have the right by law to request:

access to your personal data. This enables you to ask to receive a copy of the personal data that we hold about you and to check that we are lawfully processing it.
correction of the personal data that we hold about you.
erasure of your personal data.
object to processing of your personal data where we are relying on our legitimate interest and there is something about your particular situation which makes you want to object to processing on this ground. You also have the right to object where we are processing your personal information for direct marketing purposes.
restriction of processing of your personal data.
transfer of your personal data to another party.
Links from our website
Our website may, from time to time, contain links to and from the websites of third parties that we permit to make such links. If you follow a link to any of these websites, please note that these websites have their own privacy policies and that we do not accept any responsibility or liability for these policies. We recommend that you check these policies before you submit any personal data to these websites.

CHANGES TO THIS PRIVACY POLICY
Any changes we may make to our privacy policy in the future will be posted on our website, so please ensure that you are viewing the correct version.

Please contact us if you have any questions, comments or requests regarding this Privacy Policy.

Last amended May 2021.

Creating a Healthy Work Environment

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