John Kenney says:
Looking forward to supporting the focus on CPD in 2015. I propose that we include Peer Review sessions in our Branch programmes. What experience have others got of this approach?
Jon Ingham says:
That's a complete cop-out from the CIPD - we need to pay people better so we get increases in productivity - not just wait for the link to work the other way around. I'd start with narrowing pay differentials as the way to support this - which again the CIPD are avoiding recommending - https://www.linkedin.com/pulse/article/20141018161318-8822455-britain-needs-a-pay-rise
Piers Bishop says:
It's always sad to hear that anyone is low on confidence but as learning and development professionals we should be able to use the tools of the trade on ourselves and diagnose the causes of this. If the c-suite needs a demonstration of the ROI of L&D then let's do it. Survey the employees to find out where the learning needs are, do the work and then measure again. Now look for changes in other 'real' business kpis that are more obviously related to profit - maybe not output as that might be too sensitive to external factors, but perhaps More...
Mica McPheeters says:
Great article Marcello--I like the point you made about eliminating errors. Reducing labour expenses due to poor planning and inadvertent mistakes are prime reasons why companies should be automating more of their workforce management via software. It's crazy to think that business budgets are only allocating 1.5-3% of total software budgets to something that has such a financial impact on the organization, despite the fact that there so many time tracking, invoicing, payroll, employee scheduling, and HR tools to help! I work for a company that makes a resource management app, so I'm constantly following this topic; it seems to More...
Andrew Lambert says:
Nice to see old concepts being reborn with a younger generation, like new bands re-visiting RnB riffs from the 50s and 60s. The Corporate Research Forum report "Career Management & Development Processes for the 21st Century", written by Andrew Mayo and Tony Buley, articulated this same idea at some length back in May 1997.
Trevor Norman says:
I love the report and the terms transactional and transformational. As the report mentions transactional focuses on traditional surveys, which is really about what the company expects from the employee. I have been involved in and using Harrison Assessments and its 'Engagement & Retention' analysis - which is more transformational and focuses very much about the EMPLOYEE EXPECTATIONS. A much more engaging way to approach this challenge.
Peter Rimmer says:
Most management theories emanate from the US whereas in pragmatic Britain we manage rather than theorise. It is tempting to say that the US has no history, no tradition and no values, therefore it is easy for a US Professor to dismiss qualities such as loyalty as outdated and irrelevant. In Britain we value loyalty - don't our supermarkets all have Loyalty Cards? - and we value communities and society at large. This does not mean dismissing the entrepreneurial qualities of employees, or turning our backs on the wellbeing of our workforce. Healthy businesses need healthy and fit employees, and More...
Simon Leicester says:
How often do employers consider the benefits of them providing some form of finance education to their staff? Benefits may include; increased productivity (more focus on their job and less on the financial stress outside of their job), decreased staff turnover (staff seeking a new job purely for the pay rise), less job moonlighting (to solve the staff member's financial problem), increased motivation (as now able to properly value org benefits given and available to them) and lower redeployment costs (financial training increases staff skill levels). With financial training such as personal budgeting & mortgage offer evaluations, staff can make More...
Helen Cooke says:
Why do we need to 'create' opportunities for disabled graduates? If firms were truly inclusive they could apply for the ones that already exist - as an equal to their peers.
Steven Phillips says:
There is a downward spiral that we sometimes see in client organisations, in which L&Ds insecurity about its role leads to a desire to follow the business units or divisions expressed needs only This is at the cost of 'getting ahead' of the business and genuinely leading with compelling insights and powerful development approaches to enhance performance. L&D people need to think about themselves AS the business, with as much right to be influencing and effecting its performance as anyone else. Of course the corollary of this position is that you then have to perform!
Jane Middleton says:
Thank you Karen for providing pragmatic and sensible comment around some of the more commonly held misconceptions about flexible workers. In my own experience part-time/flexible workers have often been more energised, engaged, enthusiastic and loyal than their equivalent full time counterparts. Jane Middleton, Managing Consultant Part-time desk Oakleaf Partnership
Sylvia Lee says:
Bit late responding to this, but here goes. I haven't heard the purple squirrel term here in Canada, but I like it. When I read the article, what I see us a recruitment approach that moves away from a traditional, deficit-based paradigm in which the recruiter identifies problems and hires someone to solve them, and managers are seen primarily as problem solvers, focused on fixing broken employees. Instead, there is a strengths-based paradigm that pays full attention to challenges, but focuses on opportunities and aspirations and hires someone with aligned aspirations (don't have to be the same but can't be More...
Keith Appleyard says:
I'd hope there was swings and roundabouts. My staff are rarely permitted to take time off during school term-time, they get paid their normal salary for 13 weeks holiday. If they do work any overtime, it's usually to cover for colleagues who are on sick leave. If they do take any time off then it is deducted from their wages, but I don't reduce their holiday pay in line with their time off.
Pete Metz says:
It'll be a matter of time before employees and employers alike are aligned with the idea that telecommuting/remote work is mutually beneficial. Here are other myths about working remotely: http://www.skipthedrive.com/telecommuting-myths-to-ignore/
Pamela La Gioia says:
Thank you, Karen, for helping to dispel some of these myths. If people would dig deep and do the research they would have to agree with you all the way. Pamela La Gioia Telework Recruiting, Inc.
Are you aware of the Workplace Wellbeing Charter? The charter is a statement of intent for employers to show their commitment to the health and wellbeing of the workforce. Google or search out on Twitter for more info. It is a nationally recognised award endorsed by Public Health England and is funded in many areas by local authorities
Keith Appleyard says:
The Charity of which I am Treasurer, Fiveways Playcentre, was announced today to be the Living Wage Champion for the South East England region. We were the first Nursery in the whole of the UK to become an accredited Living Wage Employer back in 2012. We have always recognised that in many ways Brighton can be just as expensive as parts of London, so not content to simply adopt the Living Wage rate for the UK outside of London (£7.85), our NVQ3-qualified staff are already paid at 97% of the newest London rate (£9.15).
Jon Windust says:
The use of competencies is so important. I can't stress enough how useful competencies are in the workplace. This program for inspiring leaders is a great initiative, a list of competencies will guide the development of these leaders better than a list of skills for their next position. I’ve written before on how competencies are a robust approach to skill gaps (see here http://www.cognology.com.au/how-to-identify-skill-gaps/), it's good to see others feel the same way.
Nick Holley says:
I have just returned from a business trip to China where Twitter is blocked hence I was unaware of this article so I feel driven to comment on the misquote and clarify what I actually said. My point was that HR is about more than just doing basic HR stuff (payroll, contracts etc) though if we don't do it really well we are in big trouble. A CEO expects HR to do this and will be pretty p*ssed off if we don't but it isn't what they really value from HR (and I did say they value HR!). Where HR More...
Zaid Risheq says:
Direct to your inbox...
MA Business & Leisure Limited © Copyright 2014, All Rights Reserved