No I am not. I am saying that the decision to wear union regalia is not theirs to take. Its a simple enough instruction: "Do not wear union regalia on your uniform"
1 - For the umpteenth time, this is not the case with all TOCs. Some do indeed permit staff to choose whether or not to wear a union tie in lieu of a uniform tie. This is not a breach of uniform policy.
There are procedures to communicate your discomfort with a new rule, defiantly breaking the rule isn't one of them.
Thank you, I am aware of this.
You're referring to the choice of attire. There is no choice. Its a uniform, and being well turned-out is their duty
I refer you to point one.
Getting to work dressed properly is the easy part, if someone can't manage that bit why would you have any faith in the harder stuff?
2 - Again, for the umpteenth time, because standards of appearance have no relationship to efficiency, professionalism or, crucially, safety. You cannot simply equate smartness with safety.
Frankly, why should I be placing my faith in someone dressed correctly in the full uniform? What difference does it really matter? It's what's inside the shirt that really matters. With a bit of application almost anyone can be made to look like they've stepped out of the pages of a catalogue, but that does not make them good drivers or guards.
Even assuming that we could wave a magic wand and grant your wish of banishing union regalia and non-standard uniform from the railway, you will not instantly raise standards because you will not have changed the people one jot.
My apologies if I appear to be antagonistic but this is a point of principle. Forget that its a tie, or badge or whatever, and consider what the argument represents.
Well I'm sorry, but no it isn't about a point of principle. It's about a very minor point of uniform.
You are effectively saying that it is acceptable for the railway to be operated by staff who cannot follow instructions and/or are unaware of company policy and procedures, or some cases, even dress the part.
Did I...?
There is an expectation that operational staff maintain a familiarity with rules, policies and procedures, together with any changes as they are implemented, and this knowledge is assessed on a regular basis. Any deficiency in the knowledge or application of these rules, policies and procedures are dealt with as a performance management issue. I think that's right and proper.
What I did say I have explained again for your benefit at point two.
Whether you consider the matter trivial and inconsequential is irrelevant. A decision was taken by your superiors and you choose to ignore it. This rule might indeed be trivial and not safety critical, but thats OK, you decide what rules you apply to you, you know best. You have to realise how unprofessional this trivial insignificant little defiance looks to outsiders in the really real unsubsidised unregulated competitive private sector. Once you begin to look unprofessional, its not so big a stretch as you think to reach unsafe.
Hokum. I refer you once more to point two.
Every rule is there for a reason, even if its shortsighted or unworkable and will inevitably be rescinded, that doesn't mean you have the right to ignore it, and there maybe unseen consequences if you do.
Heavens!! The railway is literally GROANING with rules like that. Have you read the Rule Book...?
As for unseen consequences, I really don't understand what you might be referring to. I suppose I could be called in for a chat by a manager, but this hasn't happened. They know us all well enough to know who needs an eye kept on them, but this is on the basis of performance rather than attire.
Think about the visitor to your depot. Aware of the rule on union regalia questions the depot manager why so many fly the colours.
"Yes, well we told them not to but they don't listen" He replies. And the visitor goes home believing that discipline on the railways are out of control or in the grip of the unions. That visitor might be a reporter or a future tory transport minister and you'll never know how you shaped their view.
I refer you yet again to point one.
Just because you don't see the problem doesn't mean it isn't there.
With respect, it's more likely that the problem is one of your own imagining.
O L Leigh