Domestic chaos says:
The industry needs to follow the lead of the big technology companies who are going into schools and colleges to educate students about the opportunities within the industry. Engineering is finally being demystified by forward thinking companies such as Bosch, hitachi and Dyson who are helping to avert the future skills shortage. It's time food and drink companies joined them.
Deborah Rennie says:
Why have you omitted UKIP's pledges - it is now the 3rd party?
Alan Palmer says:
We need skills and qualifications that will help us cope with the added responsibility and challenge that an ageing workforce and customer base places upon us. Here are 10 questions that HR professionals need to be able to answer. Q1. What is the difference between age related cognitive impairment and dementia? Q2. For approximately how many years prior to signs and symptoms becoming apparant can dementia be present in an employee? Q3. Is it likely that an employee with dementia knows something is wrong and deliberately covers it up? Q4. Employee Mr P aged 67 is dismissed on performance grounds. More...
Mark Petale says:
I have seen similar surveys and conclusions over the years and they usually indicate that a disparity exists between what HR thinks its role is and what others in the organisation expect. I have also seen a general lack of strategic thinking among others at the executive level so HR should not feel alone. Until the executive can agree on what "strategy" looks like it is difficult to judge HR in isolation. Many managers want "quick fixes" and simple solutions to complex issues and are disappointed when they learn that they are often the cause of the problem. HR can More...
Avril Wright says:
I encountered Lucy Adams giving a talk at a conference just before she joined the BBC and my lasting impression was of her arrogance and ridicule of HR people who did not have a "business background" like her - to an audience of senior HR practitioners this was quite amazing. I was not at all surprised at the situation she found herself in and do not consider her an asset to the HR profession. I am surprised that anyone would engage her as a consultant.
nicky flook says:
Seems so simple when someone with a little thought and perspective deconstructs a situation, but really good advice and nice to read the alternatives from Ellen, not just a easy shot at the Sainsbury's comms team.
Keith Appleyard says:
We were the first (and might still be the only) Pre-School Nursery in the UK to pay the Living Wage (now £7.65) - we actually pay NVQ3-qualified staff a starting salary of over £8.80. I'd like to see a Minimum Wage of £10 by 2020 - bearing in mind employees are going to have to find 3% to contribute to their own Pension by then. Let the CBI propose a 2 year Pay freeze for all Execs on over £100K (I used to be there) and I might begin to listen to their tales of woe.
Keith Appleyard says:
When we took on an Apprentice 2 years ago, we felt the minimum rate wasn't 'liveable' in that we couldn't see the person being able to pay their travelling expense and buy their lunch. We effectively doubled the recommended rate, which gave them £8,000 a year. However, rather disappointingly, the person didn't repay our generosity by applying themselves as diligently as we expected. They had warnings in their 6 & 12 month review; we shared our concerns with their college tutor, but kept them on so they could gain their certificate, but then we let them go this summer. We More...
Jon Ingham says:
I'm not sure Jo Public will have seen much evidence of (investment) banks moving away from a bonus culture and clawbacks won't impact general perceptions that bonuses aren't deserved in the first place. Good things are happening but I don't think banks have yet realised the scale of the change the public still wants to see. These are tiny steps in the right direction but there are still big leaps to be taken first. They start with new recruitment sources, employment value propositions and management processes. Attempts to change the culture of banks are positive but won't stick until these More...
Jenny Gregory says:
unfortunately, in many cases HR deserve this perspective, business acumen and knowledge of the industry and markets their organisation is integral to, is often sadly lacking On the other hand, building HR credibility can be very simple when coming off such a low base! get the basics right, provide an efficient and cost effective transactional service, which then provides the leverage to truly add value by driving the things that matter and transforming the business as opposed to responding to the business
Steve Skinner says:
Regrettably, but unsurprisingly, Osborne reacts to the symptoms rather than the cause. The UK budget deficit has not been reduced by that much and the national debt has soared under the current government. The definition of madness is to keep doing the same thing yet expecting a different result. Could it be ideological rather than truly practical?
j smith says:
what action should you take if you actually work there for 2 years and your hours gets taken off you cause you get payed to much best employer yeah if you fit into the wage bill or agree to work anyday and night they want you too do kfc suppose to pride themselves on flexible rotas like fuck managers take hours off you and even wages off you without you knwoing about it then they tell you not to work when go in cause im too old isnt that age discrimination ??? kfc can go to hell
Rob Briner says:
I'm sure many HRDs and other directors would not want their decisions scrutinized by the Public Accounts Committee. I can see it would be a horrible experience. I was more surprised by the references to HR in this interview. In an earlier interview in January 2010 in PM Lucy Adams described one of her greatest strengths as “not being an HR person” and went on to reveal one of the best pieces of advice she ever received – about how to behave in board meetings: “Don’t comment on people issues…". I mean, I get it, but as I wrote in More...
And it's due to wetherspoons lack of respect for the staff. I have never received any info on HR. The tactics used if you are genuinely off Ill are disgraceful. Thanks so much for my 40℃ kitchen and minimum wage. Management like to mess with your life as they have nothing else better to do
Django Koole says:
I like the article. Our activities are based on the principals mentioned. Have a look at:https://www.youtube.com/watch?v=vxuxmUZfmpI www.tmamethod.com Any information just call: +3130-2670444
Jon Ingham says:
Hi Andrew, I agree analytics is one area coding is useful for (and I'm still trying to get to grips with R) but I think it's bigger than this as well. There are still too many recruiters writing job ads and trainers designing courses because that's what we've always done, whereas designing a new app might be a much more effective solution.
Jon Ingham says:
Though I wouldn't suggest we reduce our focus on the business I'd also argue that it's when we're focused on people that we're our most strategic - http://www.joningham.com/advice/people-are-the-centre-of-strategy
Keith Busfield says:
Quote: “Much of what HR professionals do is based on what has worked in the past; we need to think about the VUCA world – one that’s Volatile, Uncertain, Complex and Ambiguous,” Isn't this true of some much of working life for all functions in the 21st century?
Jon Ingham says:
I completely agree about the need to put the Human back into HR and hope we can now ditch two other bits of Lucy's former rhetoric - 'HR isn't an organisation's conscience' and 'I'm first and foremost a business person' - still worn as a badge of honour by far too many H (but still not that human) R people.
Carl Woodward says:
Amazing awards ceremony - great work!
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