Gina Dixon MA LP Grief Therapist says:
Thanks again for raising awareness of the impact of bereavement in the workplace. "Healing Grief at Work: 100 Practical ideas after your workplace is touched by loss" by Alan Wofelt PHD is another resource I would highly recommend for those who are grieving as well as for managers, human resource professionals, and coworkers of someone who is grieving a significant loss.
Peter Hinkson says:
The article appears to indicate that the results are based on assumptions and perceptions rather than hard data measuring activity and output. The measurement will also vary according to the nature of the role being undertaken remotely as opposed to in the office. Remote workers need to be very disciplined to keep motivation levels up when there is no immediate interaction with their peers and superiors. However, there may often be a benefit from the lack of distraction once the worker gets "into the zone" and is doing the number crunching, administration or creating. At the end of the day, More...
I work remotely and it caused a lot of contention because my job allowed me to and some staff resented it. Not everyone can - a receptionist can't she has to be there to receive. So it follows that if asked they would be of that negative opinion. And how would they know anyway, what do they base their opinion on - what they would do? From my experience I get far more done and work longer because work is just a step away.
mark mccormack says:
Staff nowadays are being judged differently and not just by how ‘intelligent’ they are in terms of their IQ and academic qualifications or by their training and expertise (great as they are), but also by how well they handle themselves and each other. In other words, by their emotional responses or emotional intelligence. Workplace success isn’t always about intellect and having the technical skills. It’s the ‘people skills - knowing how to trust, being able to communicate and get along with people – which are also key. Some of the most driven and well-known business leaders didn’t go to university More...
Colin Selby says:
Also haven't seen the term 'purple squirrel' previously, but loved the text. When hiring such people, it seems to me that there's no need to do anything differently from normal, except to regard 'talent' as unlikely to show high risk behaviour or to display humility. Oh, and don't compromise the rigour of the selection process, above all. Game changers relish working outside their comfort zone, although they may not see that that is what they are doing. James Reed talks about this in his book 'Put your Mindset to Work' and it rings so true for many. The Squirrels are More...
Sarah Armitage says:
Well said Mr Wilson, how can actions be coordinated and consistent when everybody and their wellness circumstances are unique? Far better to encourage caring, kindness and an individual approach, with managers at the forefront.
Jonathan Wilson says:
Better random, spontaneous, authentic acts of personal kindness between people that help people feel better than preplanned, authorised, budgeted, institutionalised acts strategically designed to motivate employees to increase their efforts.
Sarah Harvey says:
Great idea John. We don't have experience of these in the Branch programme as yet but I'd be really happy to include them as a way of embedding CPD and making it more meaningful.
Gina Dixon MA LP Grief Therapist says:
While there is much in your article of value, I would also like to express a concern regarding your use of the very outdated 1960's Kubler Ross stage theory model to describe common grief responses. I would invite you and your readers to do some additional reading of more contemporary grief models including the Dual Process Model of Coping with Bereavement by Stroebe and Schut; Tom Attig's book on "relearning" our world after bereavement; and William Worden's task's of grieving are 3 places to begin. Organizations like the Association for Death Education and Counseling (ADEC) and the Hospice Foundation of More...
Klas Wahlström says:
This is good news. But as always we a stuck with correlation. Since the research was made by comparing the companies that performed best and worst all we really have is probabilities. Good companies are likely to have better HR-departments, and part of that top financial performance could certainly be attributed to what HR does. But these companies probably have better financial departments, procurement functions, IT-functions also. So what part can HR take credit for? 90%? 5%? The question for HR in the current debate is not whether it can create value, but if it can measure it and prove More...
Pip Clarke says:
Very interesting insights, thank you. We routinely assess senior executives for succession planning, and we find that at the most senior levels group assessments can be unpopular and sometimes counter-productive. We use a very robust and objective individual assessment process using our LIVED leadership model. This can benchmark leaders in terms of their capability and potential. The value of the assessment is both in the process and the content. You need to identify what successful leadership looks like and then assess against those criteria using highly skilled assessors and best practice methodology.
michelle brailsford says:
I agree with Frank that we cannot and should not look at diversity through a narrow lens. Diversity of perspective, diversity of experience, cognitive diversity and diversity of spirit (frank's term, not mine!) are more important these days than age, race, ability and gender. Important if we want to unleash each person's unique set of strengths, talents and gifts!
Theresa Marks Add HR says:
There needs to be more collaboration between businesses and schools during GCSE and A Levels coaching kids in life skills - effective communication, meeting and greeting, verbal and non verbal skills, how to engage with people - need to learn emotional intelligence and self awareness. emotional intelligence
David Rigby says:
Among many things I teach Leadership and Change Management in Middle East mainly UAE. Here they may be 10 people on a course each has a different nationality. All lead differently, take to feedback differently - and for scheduling purposed different approaches to time flexibility, and no matter how much you negotiate the contract on what time to get back from lunch (taking into account prayers for some) there are always the laggards.
Chuck Overton says:
Please take time and study more in the area of grief and bereavement. Kubler-Ross's stages are no longer the forefront of grief models. Many better models are available to help understand the grieving process
Dean Royles says:
Pip Clarke says:
As a manager and Director in several professional service organisations I have always found that those who work flexible hours repay the business in spades with discretionary effort. If large corporates could harness that good will and associated energy, how much more productive would they be?
BARRY HARVEY says:
Can my employer force me to work flexible working days?
Jon Ingham says:
Won't be an extrapolation of the history covered in these two articles as the world of work is too complex. And there are many schools of thought about what HR will look like. So my hope is for an overview of the schools of thought and potential forms / models and particularly not just a single solution which is about HR becoming even more like the rest of the business eg where are strategies are based on big data etc. That's only the future if we let it become so.
Dr. Peter Vogel says:
I like the initiative you have taken. It is in line with many other similar programs around the world, for example the Nestle needs YOUth. Too bad I just learned about it, because I finished writing a book that features exactly such type of programs and provides recommendations to other organizations that want to get involved in solving youth unemployment. Happy to hear your comments on my new book "Generation Jobless? Turning the Youth Unemployment Crisis into Opportunity" (www.generationjobless.eu).
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