FAT WOMEN INSHORT SKIRTS CODE
The message from your company to each employee must be "We care about you, Jane and Laura, and this dress code thing is not important to us apart from its value as an opportunity for us to mentor you in the professional world you are stepping into." A conversation about dress code can be a warm and encouraging interaction that makes any Jane or Laura feel better about themselves, rather than worse. Your real goal is not to stop Jane and Laura from making dicey dress code choices but to raise the trust level in your office so that formerly-sticky conversations happen easily and no one gets upset. Dress code decision-making is a human topic. That's true, and sending an Administration Manager who has no special connection to Jane or Laura to do the Managing Partner's dress code dirty work is no better than the note on the desk or the message on the paystub. "But that would be so evil and Godzillafied!" you are thinking. You could put a note on each employee's paycheck stub: "NO SPAGHETTI STRAPS!" or leave a note at their desks. If that were the goal, you wouldn't need to have a conversation. What is the goal of the proposed dress-code discussion? The goal is not "To get these young women to stop wearing clubwear or beachwear to work." If you accomplished that goal but made Jane or Laura feel bad or resentful, you would have won a battle and lost the war. The correct person to talk to an employee about his or her clothing choices is the employee's own manager, assuming that the manager and the employee are comfortable with one another. The employee's manager has had the greatest opportunity to build the high trust level with the team member - Jane or Laura, for instance - that will make a sticky conversation possible, if not easy. You can build the trust level at work so that even sticky conversations happen easily and without anyone's feelings getting hurt. That is guaranteed to drive the trust level in your workplace down. You can make dress code a disciplinary issue and make people feel bad about what they're wearing. That's okay - we all need to grow our sticky-conversation muscles, anyway! In the end, you are going to have to talk to people about their clothing choices.
You will never keep your policy up to date with changing styles if you try to list every acceptable and unacceptable mode of dress, and no one will read or follow your policy anyway. We write more policies hoping that maybe the new policy will ward off the sticky conversations we hate so much.ĭetailed, 'stitch-level' dress code policies are insulting and a waste of time.
FAT WOMEN INSHORT SKIRTS HOW TO
We don't know how to bring up awkward topics. Most HR policies are written to avoid sticky conversations, because at work we easily devolve into weenies and we don't want to talk about sticky topics. Like modern art and pornography, the honest answer to the question "What constitutes inappropriate attire for work?" is "I know it when I see it." We cannot pretend that a dress code is a simple matter of skirt lengths or the width of a shoulder strap. That's why certain men look great in some suits and ridiculous in others, and why talking about apparel choices is so awkward that most managers take great pains to avoid doing it. The appropriateness of an article of clothing or an outfit is inextricably tied to the person wearing it.
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