A policy that provides two ways into a role for employees, acknowledging that not all hierarchical work relationships are equitable. It also involves staff members in the process and allows current workers to have a first go at a role.

A detailed process and template guide for a mid-sized collectively-managed organisation, to review its current pay policy. It includes steps for identifying the scope of the review and the types of questions it will and won’t ask (including several specific ones which came up in this organisation), as well as projected timelines for gathering information and developing proposals, collectively and democratically.

This policy includes: how decisions are made in a small team, the principles that underpin them, which decisions can be made by whom, and what steps will be taken to support more equitable involvement in decisions. It is based on consensus and mandate decision-making mechanisms.

An adaptable induction process focused on wellbeing and support, as well as practical, legal and technical tasks.

A policy that aims to address the lack of support for staff who have caring responsibilities, and the lack of recognition of the different dimensions of what that support might look like. The policy lays out guidelines that aim to help relieve some of this stress and enable both employer and employee to be clear about where they stand regarding support and time off work.

This is a non-punitive version of a disciplinary procedure, designed to encourage dialogue through structured opportunities to discuss and learn from mistakes. It has been written to follow the guidelines set out in the Acas Code of Practice on Disciplinary and Grievance Procedures, without the punishment-based approach of issuing warnings.