Robert Moore says:
It is actually £464 per week. If you want to see the most up to date page on this look at http://www.companyrescue.co.uk/company-administration/redundant-employee
Gary Tate says:
You notice Mr Kearney is not stepping aside to allow a younger "innovator" to take his place. The idea they need to replace 10% every year stems from a desire to lower payroll costs as much as to spur innovation.
David C says:
For those in the bottom 10 per cent it is a hugely demoralising process. Worse it creates adverse behaviours like the Apprentice programme. It presents a mirage performance but when stripped down it is free market dogma executed in an thorougly unscientifc way. The pot of bonus will always be finite so there will alwasy be winners and losers. Throwing in terms like development is merely done to santise this form of Social Darwinism. It is about winners and losers.
Peter Rimmer says:
Logical and rational approaches are a logical and rational way to look at things. But it's only part of the picture! Left-brain people are more organised and systematic - the rational argument works with them. Mathematicians and scientists fall into this category. Right-brain people, however, are more creative and intuitive. For them the emotional rather than the rational point of view strikes a cord. They possess greater inter-personal skills, intuition and can see the big picture. So, if you want a scientist go for the left-brain, but if you want people with 'softer' skills go for the right-brain. You know More...
Chris Roebuck says:
HR has to be as much art as science - people behave on emotion as well as rational thought. An employees decision to give high performance is 57% rational and 43% emotional. (Corporate Executive Board 2004). We ignore emotion at our peril, its a key part of how organisations work so HR must deal with it. It might seem "unquantifiable" but is not......what leaders and organisations need to do to get the best from people is consistent globally, simple and effective. We all know what these things are as they make us give our best as well. A little less More...
Eugenio Pirri says:
You are correct in that there must be a balance between 'art' and the science of what we do and how we operate and measure our profession. At the end of the day, we are leading employee experiences and with that the art of building strong relationships is key!
I agree with everything that has been said. However, although it has been hinted at it is really important to listen and create a "safe" environment for those that aren't confident or brave enough to share their ideas for fear of their idea being rejected.
To be fair BBC Worldwide is a completely separate entity to the BBC you're referring to. So HR failures from the corporation shouldn't really be considered in this case.
Sarah Suhail says:
GM's setting a great example for Employee Engagement. I think the bottom line is that it's a journey and one that many companies have yet to embark on. This is also a great example of how sometimes things don't need to be over-thought :)
Indranil Banik says:
I think there is some sort of trade off between time spent not working and time spent working. I personally do not like to think of a work-life balance - as if work is something I do and when I am not working, I have a 'life'. In fact, I feel quite the opposite - I feel most excited when I am working and my work is an integral part of who I am. I work on modified gravity theories to explain galactic dynamics. I doubt that if I wanted a normal life I would be doing such exceptionally difficult More...
Sonia Gavira says:
General Mills are doing great work in this area and Sue Swanborough has encouraged innovation. A question to ask, is how much are companies engaging their people in engagement itself. Often companies talk about doing things to engage their people, creating a company that people want to be engaged with. The people within a company also have a responsibility to take action, create and foster engagement. That is what will create unique environments that will attract the right people for it.
Nizam Ali Khan says:
Awesome....well said...keep posting such wonderful tips...we are following you Miss...T Thanks and warm regards...
Simon Hayward says:
Great tips, thanks, Tanith. I'm sure you'd agree that key to enabling each of your tips is leaders who create the culture you talk about, being role models of collaboration and encouraging others to take risks and to use mistakes as opportunities for learning.
Richard Thomson says:
Authentic employee engagement requires authentic leadership with the right motivations. Too often leaders have the charisma to sell a lie but move on to their next role before the mess starts.
Rob Peters says:
Excellent and thoought-provoking article. Communication and strong leadership is not an either/or choice. They go hand in hand. Leadership today is less about wielding autocratic power, and much more influencing others to go on a journey with you. Effective commmunication skill is foundational for leaders who want to more employee engagement, risk-taking, and innovation that achieves results. The latest Gallup Research indicates that almost 9 out of 10 employees are disengaged. Managers must effectively coach and communicate to their performers. We currently have a leadership crisis and practicing effective communication with each and every member of your team is a More...
Barry Evans says:
Mr Carney comes across as a particularly impressive individual. However he does have one weakness, perhaps one shared by many economists, the need to predict the future. Now that doesn't matter so much if, like the rest of us, no one is going to take any notice when we make silly predictions. But when you are the Governor of the BoE then it does matter. And he should stop being drawn into making such statements when we all really know that economists are terrible at predicting.
Barry Evans says:
Well said sir. Every piece of work HR does should come back to the question - Does what we are proposing to do develop a working environment where our people are more likely to achieve the organisational objectives? If not, don't do it.
Barry Evans says:
Sorry Jerry, it isn't true to say that people are any organisation's greatest asset. It depends on the business the organisation is in. Sometimes capital will be more important then people, sometimes the product being sold is more important than the people selling it etc.... As a result we have to accept that the people will not always be a strategic element of an organisation's business model. As an HR person working in such an organisation just get on with delivering the HR service that suits your organisation.
Barry Evans says:
When I read these kinds of statements from those in senior positions at large organisations with histories of poor HR delivery and poor organisational leadership - BBC, Banks, Councils etc... I am reminded of the saying 'Foolish names and foolish places often appear in public places'. Keep quite, get on with the job and deliver something before you start with the (self)-promotional tour.
Jacqui Kemp says:
This article is a starting point, but it misses the fact not all stress starts at work. Today I was delivering a workshop on managing stress effectively, the audience were individual employees. Part way through the morning one of the delegates spoke with me about the divorce he is going through, said he didn't feel able to continue with the workshop as it was raising issues for him and said that work was the thing that was keeping him sane. This happens regularly in my workshops, people learn to recognise if they are coping or not and they will regularly More...
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