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Latest comments
Helmut Buss says:
While I support the need for strengthening of workplace wellbeing, I am wondering whether the strengthening of resilience is the best tool. The message seems to be: there is more to do, you need to strengthen your ability to cope with that. An alternative message could be: we are boxed into a management and business logic that claims that a lot of the activities we are involved in (e.g. risk analysis, performance measurement, evaluation, controlling, continuous change)are needed to make us better organizations. We need to question that logic and maintain values such as trust, common sense, professionalism, experience. Supporting More...
Trisha Goring says:
The main reason that small and micro businesses are not growing and recruiting, is simply down to cost. All busineses need to be profitable and staff are the most expensive overhead. 20% VAT, high interest rates on loans, increases in employers NI,Council Tax payments which don't provide any services for businesses and Pensions auto enrolment looming over the horizon, all result in keeping staff levels as low as possible.
Jon Ingham, Social Advantage says:
Great article, and absolutely a revolutionary change for performance management. And: 1. It's not just recruiting and performance management - any HR process can be improved / transformed by social media. I've delivered several holistic social HR projects for clients now. 2. We shouldn't just think about the technology. Performance management can also be transformed through more social face-to-face approaches. 3. I also agree with Jane - it's just not true that there's been no change in performance management - it's just that many organisations don't know about and certainly don't use many of them. But social is just one More...
Andi Keeling says:
As this article appears to be an opinion piece, I am not going to criticise thoughts already shared. I have titled this comment 'Awareness' because in simple terms, isn't it a good thing that we make people more aware of their decision making process and by doing so, influence positive behaviour change which will, in turn, br adopted and copied by others? This awareness can be brought about in many different ways - does it matter how? And as we are all individuals and are influenced in different ways, some will 'get it' and change behaviours from just being aware More...
Jane Sunley says:
An interesting read, Jenny, with several good points raised. I’d have to disagree with your initial comment though. In our eyes, the ‘performance appraisal’ process has changed, and significantly, so definitely not constant. Who would have thought, back in 1950, that the appraisal process would shift from a laborious paper-based system in which a manager tells their employee how they’ve performed over the year, to the forward thinking online systems which are now available across the world. Technology has ensured that this process is now given the recognition it deserves. Employees and managers alike are able to conduct robust one-to-one More...
Jon Ingham, Social Advantage says:
It's a bit like the national conversation on austerity and growth. Organisations need to be efficient but too much efficiency (too far too fast) destroys openness and hence collaboration and all the good things that come with this, including learning, innovation, speed of execution etc. We need to rebalance and reprioritise openness.
Steve Dineen says:
The journey with Boyd and Dixons has been a really interesting one for us and is really providing a platform of experience to take forward. I think the big learning lesson was the importance of setting some basic guideline rules, providing a pn easy to use toolset and then stepping back. There is no doubt that Boyd is a trailblazer and as the first over the bridge he has made it a lot easier for others to start the journey of social learning in it's truest form. Steve
Lucy Whitehall says:
Having a great stress polioy or putting an intervention in place will not solve stress in the workplace. An acceptance of bullying, long working hours and unrealistic expectations of staff are endemic of a poor culture where profits always come above people. Ironically there is a wealth of evidence to show that happy, healthy flourishing staff leads to higher performance levels and greater business productivity. Organisations need to put a robust health and wellbeing strategy in place which includes policies, management practice and interventions amongst other things. A long term investment in the value of human capital in every sector More...
Dr Pete Jones says:
It is good to see unconscious bias being mentioned in HR trade publications but Peta Steele's article sadly shows the same lack of insight to the nature of unconscious bias and behaviour change/management as many of the consultants she criticises for rushing to offer unconscious bias training. It also omits the significant and wide ranging scientific research based knowledge we have about motivating people to better manage their behaviour. There bis nothing about the methods based on sound neurological and psychological research available to help them do this. And it makes no mention of the uncomplicated and inexpensive ways in More...
Vanda North says:
In 2006 I was making a world tour for CLSA and saw the levels of stress on the rise. It is not that people do not know what they SHOULD do, it is they do not have time. So I created a powerful 8-step / 8 minute stress reducing and resilience building process called Mind Chi. I have since taken this back to the financial sector and love opportunities to teach & share this.
shaun says:
Candidate experience is pretty aweful to be fair and communication is very poor. To the recruiters that are moaning about not having enough info maybe it's because nobody trusts you with it. You need to stop using dirty del boy tactics and underhand tricks to get your leads and info and do proper legitimate business. Rather than trying source for jobs you've got no authority to be recruiting for.
Anne says:
Lookinf at it strategically, I think having the HR Presence at the board is extremely necessary considering the fact that HR is at he heart of the employees ( which are supposed to be the valuable asset any organization has) however the question that begs to be answered is have HR PRofessionals done enough to be relevant and thus influence decisions at the top level? Or are we out if sync with the business needs of our organization?
Employer Solutions says:
It is not clear whether Sainsburys intended to respond to the grievance, but let's assume that they did. To expect a response within two days is optimistic, in any case the employer would normally hold a hearing and give some notice of that hearing. Only then, after some consideration, might the employer then consider disciplinary action. Or will it be shown that an employer is expected to suspend one employee on receipt of another employee's grievance? It will be interesting to see if a "no difference" rule is applied.
Helena Moore says:
So glad that this article is still open to comment … I declare that I’m on the Boyd, Mike, Jon, Cat, Libby et al side of the fence on this one…picking through the article words and phrases like “bite sized”,”social network style”, “apps”, “bringing subjects alive”, “tablets are not a band wagon” “BOYD” I could go on but although I’d love to just to make my self feel all warm and fuzzy, I won’t go on repeating all the stuff written before but to add a bit …. L&D can’t go it alone. It’s about creating and releasing the attitude More...
John Bittleston says:
Interesting that for many businesses the modern day apprenticeship is in-house mentoring. This seems to have the same effect on career progress as the apprenticeship. Indeed, the two ar very similar. When we are helping cmpanies to introduce in-house mentoring one of the key rules is that the Mentors and Mentees choose each other and that it is not left to management to 'assign' them. Another key is that in-house mentoring must avoid the trap of becoming a management assessment tool.
Ali says:
Thanks for highlighting this new report. Whilst I agree this is not a brand new concept, this is a good example of how important intrinsic motivators are. In the 2009 Engaging for Success report to government by David MacLeod and Nita Clake, Strategic Narrative was demonstrated to be one of the 4 enablers of engagement. Strategic Narrative is all about where an organisation has come from, where they are now and where we are going. Examples of what this looks like, and how this can be brought to life are being shared on the new website currently being built. I More...
Carol Harrison says:
I agree entirely, many of our teacher’s have come into teaching directly from university so their understanding of industry is sadly lacking in any “real” terms. They see the world from a very academic view and are therefore not best placed to give careers advice to anyone. That’s why it is so important to close the gap between industry and education so that each can inform the other of their needs. As a contract manager for STEMNET we take STEM (science, technology, engineering and math’s) ambassadors, industry experts, engineers, scientists, and apprentices into the schools to talk to students about More...
Kuljit Kaur, The Voucher Shop says:
In our experience poor communication is one of the primary reasons why benefits schemes do not achieve their expected potential level of response. Organisations must consider how they will communicate effectively to employees to ensure that they understand the advantages to them, and what they must do to acquire them. HR departments must stop introducing schemes as merely a tick-box exercise without objectives for active participation. Sharing employee’s experiences via the company intranet or magazine and using on-site roadshows, posters, phone apps, e-newsletters, e-forums, chat rooms and SMS to highlight key benefits will have a noticeable impact on take-up rates. More...
Alconcalcia says:
In the modern recruitment world it is all too easy for anyone to fire out a cut & pasted job description onto 100 job boards and a few social networks and sit back and wait for the response, which, when it comes is awful, both in terms of quality and quantity (far too many irrelevant ones or just not enough good ones). Putting myself in the position of a potential candidate i would hope at the very least to see a well written job post that sell the organisation and the role to me and is not littered with grammatical More...
Carole Mason-Mckye says:
After giving up a full time position to enhance my skills and knowledge by attending university and achieving a 2:1 Management degree last summer, have had many interviews with poor excuses of not obtaining the position. I am currently working part time in retail which I obtained whilst at university and whilst this business promotes staff development I have yet to see this. With the introduction of the equality act last year, businesses are being inventive with declining the maturer, experienced applicant in my opinion.
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