Good Practice Guide: Employment

The most valuable asset of any business is its workforce so as professionals we have a duty to run our practices in a businesslike manner. This guide is intended for various architectural practices and helps to support and direct practices, particularly those starting up or which are too small to employ human resources managers.

At a time of massive public investment in our building stock in all sectors, and a successful Olympic bid, the profession and the RIBA needs to hang on to and promote the best and the most diverse range of architectural talent. The most valuable asset of any business is its workforce so as professionals we have a duty to run our practices in a businesslike manner. This is not to say that innovation, collaboration and creative endeavours have to cease, but that relying on poor employment practice to achieve them is not the way for a forward thinking profession.

The RIBA historically has avoided advising members and member practices about their legal obligations and practice management, but the time has come to step in. This guide is essential for every architectural practice and will help to support and direct practices, particularly those starting up or which are too small to employ human resources managers. Sustaining the profession relies on us all paying attention to employees and employment issues with the same rigour we apply to the rest of our activities.