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!
Adrienne Davitt says:
Great piece of research by Dr. Martyn Newman, affirming and validating what all practitioners and professionals working with others have come to recognize and be able to quantify, thanks to the advent of emotional intelligence. Over the past decade, all of our clients have come onboard with this critical awareness and skill and the momentum is only gathering more strength with sound research to back it up. Pity we can't get our politicians and world leaders to commit to this! Great job so far, Martyn.
Jo Daley says:
Having worked as a coach using the Emotional Capital tool with clients I have witnessed HR and other professionals developing their EI competencies. In many instances this has resulted in tangible improvements for them at work linked directly back to their Emotional Capital.
Martyn Newman says:
If you want to read the full study in Education and Society Journal you can here: http://ingentaconnect.com/search/article?option2=author&value2=Newman,+martyn&pageSize=10&index=1
Angela baron says:
As they are also in the pay of the state can he please freeze MPs pay and the pay of those running the bailed out banks who caused the crisis which now the low paid and public sector workers are expected to pay for? At least those on benefits spend their money and put it back I to the economy and not off shore tax havens of does Mr. Osbourne failed to gasp the basic facts of GCSE economics. Of but of course when you got to Eton you pay for your GSCEs you don't actually have to earn them More...
Pedro Correa says:
I like this content a lot. With 30+ years of technology-related living, I knew people/behavior are key. So I went after new knowledge regarding decision making, cognitive biases and such. Worked on a pos-grad on the topic and found exponents such as Dan Ariely, Daniel Kahneman (BE), Richard Thaler (Nudging), to name the top/most prolific ones. So, for the "how's" I wholeheartedly suggest Behavior Economics and Nutching.
Simon Hayward says:
Campbell, you're right to highlight the importance of trust in the context of the healthy organisation. When we can develop a depth of trust among colleagues, with leaders and with customers we are truly connected. Leaders hold the key to unlocking this asset for their organisations.
Andrew Marritt says:
There are lots of great opportunities to learn to code for free from codeacademy.com to Coursera. Furthermore, understanding how to code also teaches you how to solve complex problems in a structured and complete manner. There's a good reason it's taught at schools new. For the HR person the most useful area is the one I work in - HR Analytics. To do anything apart from the most basic work in a reproducible manner you need to code.
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