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Internal Memo - Edited

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Internal Memo

From:

To: The executive leadership team

Subject: Changing the office dress code

Date: February 13th, 2020.

The modern workplace is increasingly adopting casual attires, especially during extreme

weather periods, such as winter and summer. While a strictly business attire has the advantage of

emphasizing professionalism, business casual outfits allow employees to express themselves,

improve practicality, and enjoy greater freedom and comfort (Lauritsen, 2018). The dress code of

an organization says a lot about the culture of that organization. It also affects employees’

expression, engagement, and retainment. Also, a business dress code allows workers to be

flexible and stylish, thereby boosting confidence and morale. Business casual is integral to high

productivity.

Business casual attire creates a friendly workplace environment, which is essential for

work teams. A study by Peluchette and Karl (2007), for instance, found out that while official

attire makes employees feel trustworthy, authoritative, and competent, it does reduce workplace

friendliness and engagement. In the modern business environment, employee engagement is

essential to creating a healthy workplace. Employee engagement represents one of the crucial

elements of job satisfaction and productivity. Business casual attire gives the workplace a

friendly look, and it makes it look less uptight. For the executives, business casual outfits make

them look more approachable to their juniors.

The ability to fully express one's style has a massive impact on confidence. Business

casual attire allows employees to express their styles and creativity, thereby improving their
confidence in everything they do. It will enable employees to feel good about their physical

appearance as it does not limit them on what and how to dress. Employees are usually grown-up

people who have clothed themselves their entire lives. As such, telling them how they should

dress might make them feel unappreciated. Since employees already know how to dress, and

they have developed their styles, it is crucial to allow them some freedom at the workplace.

Business casual clothes can also break down communication barriers by creating a

friendly and welcoming environment. It allows employees of different ranks to be confident,

thereby talking to each other without fear. Open and free communication is a vital ingredient for

employee engagement because it breaks down all the barriers that prevent the formation of

workplace relationships. Enhanced workplace engagement, in turn, improves morale,

organizational learning, knowledge management, productivity, and profits.

Another reason why the company should take a hard look at the current dress code is that

strictly official attires are very limiting. Wearing high heels for ladies might, for instance,

inconvenience women who find it difficult to walk in heels. What’s more, such a dress code is

sexist. Official dress codes do not apply fairly across all genders, thereby disadvantaging some

employees. The company has a responsibility to create a conducive work environment for

everyone. Adopting business casual attires will allow everyone to dress in something they feel

comfortable in, provided they still look presentable.

Finally, comfort is everything. Allowing employees to chose what to wear ensures they

are comfortable. Comfort has a direct impact on performance and productivity. Based on these

reasons, therefore, the company should consider adopting business casual attire. It will boost

confidence and morale among employees. It will also make the workplace more accessible and

friendly, thereby cultivating a culture of openness, increased engagement, and high performance
References

Lauritsen, J. (2018, February 16). Your Office Dress Code Is Killing Employee Engagement.

Retrieved February 13, 2020, from https://www.adp.com/spark/articles/2018/01/your-

office-dress-code-is-killing-employee-engagement.aspx#

Peluchette, J. V., & Karl, K. (2007). The impact of workplace attire on employee self‐

perceptions. Human Resource Development Quarterly, 18(3), 345-360.

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