Occupational Risk in Relation to Coronavirus COVID-19

I written a fair bit (and analysed a whole lot more) of the COVID19 situation and data but not published here because, frankly, the minute it’s published it’s out of date. Moreover, even using official data sources such as John Hopkins University, there’s a kind of “data entropy” at work, where data volume increases over time, but quality reduces. I could do a whole post on that topic alone, but that’s for another day.

Meanwhile, the Office for National Statistics (ONS) published an intriguing data set that quantified the nearly 400 occupations in the UK and, amongst other things, classified the type of contact with other people that workers had:

  • proximity (ranging from touching to close distance to no close contact with people at all),

  • and exposure ranging from many times a day to weekly/monthly/yearly to never.

This data can be explored interactively on the ONS website but I’ve also tried to produce some static readouts here, although it’s quite a challenge to compress this amount of data into a one-page visualisation! So, you will see a number of variations.

As the debate intensifies over whether to start schools up or not, it’s interesting to note that teachers and classroom assistants are basically in the next tranche of most-at-risk workers, behind the healthcare, police, cleaning and delivery key-workers that have kept critical services running. Many questions still remain (at the time of writing) as to the level of risk posed by the children they will mix with. Children, although seen to be less susceptible themselves to the disease, are certainly not immune.

HOw does pay compare for those potentially most-exposed. Redder, larger, more-to-right = more at risk. Lower down = lower pay.

Coloured by risk and size by percentile (% figure means x% of workers have this risk or higher)

coloured and ordered by risk, Sized by number of workers in sector.

OccuPations sized, sorted and coloured by risk

Occupations sized and sorted by sector size, coloured by risk

Some cautionary notes come with this data:

  • Risk profiles were actually collated from American workers, so difference in process and work-style could mean UK workers have a different profile.

  • The risk profile was devised prior to COVID19 and doesn’t take account of any potential social distances or other safety approaches (e.g PPE) that may be applied to a given occupation. So, in some sense, the risk score indicates what degree of protection could be needed.

Bullying for love...

 

Once upon a time I worked for a company who released an HR policy on bullying. Part of that policy claimed that bullying was in the "eye of the beholder" - i.e. if you felt it was bullying, it was. 


My reaction at the was one of slight incredulity - how on Earth could such a thing either be provable or enforceable. Policies without teeth are surely pointless?

Many years on I actually see the point and I actually disagree with my former self. Perhaps I'm older and wiser and understand human nature a bit better.

Perhaps I thought that bullying was always something physical. Perhaps I thought it had to involve coercion. Perhaps I thought that the bully always got their own way. I don't believe any of that now. 

For starters, bullying is most definitely in the eye of the beholder: different people respond differently to being subjected to the same behaviours. 

The confident employee who is pal-y with the boss may take jibes, swearing, back-slapping, throwing of objects (lightheartedly or otherwise) and unreasonable demands with a pinch of salt. A less-confident employee may, on the other hand, take such things very much more personally. It might affect their work and their ability to feel open. It might further harm their confidence. It might make them start to fear engaging with their boss. If it gets to that point, then actually whether you label it "bullying" or not, it's a problem - it's "inappropriate behaviour".

Which begs the question - what is bullying? 

Is it physical? is it coercive? Is it about someone else getting their own way?

It can be all of things, but it doesn't have to be. 

For example, inaction can be as damaging as action. Blanking or ignoring someone can be damaging and controlling. Busting a gut to produce a great piece of work, only to be met with silence and blankness can obviously be hurtful. If this is directed discriminately at specific individuals or is part of an ongoing pattern, even more devasting. This type of behaviour is sending psychological signals to an individual - controlling them in a subtle way - in my book, bullying.

The same is true of an explosive temper. (Interesting word "temper", also meaning "make more temperate, acceptable, or suitable by adding something else; moderate; "she tempered her criticism")  Of course all humans have in in-built anger mechanism and have times when this needs to be released. What we try to do is ensure that in the workplace, at least, this is - if you pardon the pun - tempered. If it is not, then it can create a culture of fear. If employees' actions or mistakes are met with colleagues' explosive rage then, again, this is essentially a psycholigical tactic to control another employee's actions - whether or not that tactic is done consciously or unconsciously, spontaneously or in a considered way.

Probably most people agree that rage and anger and temper and other 'destructive' emotions certainly have the potential to cross that line in the sand that separates "enthusastic personality" and "someone who gets things done" from "bully" and "tyrant"; and different people will draw different lines. But the conundrum for me is that I also think bullying can be done in a spirit of generousity and love. Yes, really.

I argue that any kind of controlling behaviour is a form of bullying. It doesn't matter what the motivation for that behaviour is - when one person tries to systematically control the actions or desires of another, it's bullying.

You see this sometimes happen in families. Take, for example, the person who always insists on paying for meals out. Always. On the surface it's an act of kindness and generousity. But what this behaviour does is deny anyone else the same privilege. It denies anyone else the same expression of kindness or generousity towards their family. IT DENIES ANYONE ELSE THE SAME. 

It turns out then, that this behaviour, when performed relentlessly, is selfish - even though it is driven by generous motives. Now that's wierd. 

That's why bullying IS in the eye of the beholder - because it's about the EFFECT of behaviours. It has less to do with an absolute value judgement of the behaviour of the bully, and whether their actions are well-intended and apparently harmless.  

Well - food for thought (am I'm not paying). 

 

Working at Verizon - 1 week in...

Things I like

  • It's a big company - you can do stuff small companies can't
  • The toilets smell nice (by which I mean the airfreshener has a particularly pleasing fragrance)
  • There is someone employed to come clean up the cups and glasses at the sink several times a day
  • Free tea, instant coffee and milk. Three outlets to buy freshly made filter coffee (and the prices are sensible)
  • All the IT and Facilities people I have met seem very friendly and welcoming
  • I'm in a great award-winning team of people that I already know
  • My team can really make a difference
  • The salad is awesome and excellent value
  • everything I learnt at BT Global Services is going to apply here

 

Thing I dislike 

  • It's a big company - getting things done can be a bit slow & frustrating
  • I've been issued with a blackberry / crackberry / crapberry / bolockberry - this has to be one of the most hideous devices invented. It is neither good as a phone nor good as a mobile computing device. It took me three days to work out how to make the font readable. Viewing a new text message takes 4 clicks as opposed to 1 on my Sony Ericsson mobile. (This could be a whole other blog).
  • It's 120 miles away from home
  • The canteen food is expensive (and I've already put on weight)
  • everything I learnt at BT Global Services is going to apply here