Latest comments

Is line management bias holding back your talent?

Jill Evans says:

Debbie Hance poses the question “Is Line Management bias holding back your talent“? As an HR Director who has worked in several sectors, one of the conundrums that keeps surfacing, as it does in Debbie’s article, is that Organisations, HR practitioners and Senior Management find it difficult to articulate and define what the difference is between Performance and Potential. Put simply, so that everyone in an organisation, including those who are in the ‘talent pool’ understand the difference: - Performance is all about the NOW - Potential is about the FUTURE. Too many companies spend excessive amounts of time discussing More...

Labour promises to double paid paternity leave

JJH1 says:

This will be well received by fathers; however Labours statement is only half the story. If any Government increases Paternity Pay, they will also have to increase Maternity and Adoption Pay, otherwise the increase will be ruled as being discriminatory. Two questions: 1. How much will all this cost? 2.Where will the money come from?

Fairhurst: Predicting the future of retention and engagement

Lisa Betteridge, HarknessKennett says:

Absolutely agree - some years ago we researched young people engagement for a major UK employer and found that within two years levels matched those of other employees. The finding was a shock to leaders who had assumed that those at the start of their careers would be highly engaged for a significantly longer period. We frequently question leaders on engagement to hear that "we run a people survey'" and that engagement is the responsibility of HR or a survey working group. Speaking with leaders to find out how they view engagement and their own personal role is the right More...

Two-thirds of over 50s would retrain to work longer

Peter Copping says:

Since ONS says more than a million work beyond retirement which is probably an underestimate for zero hours contracted employees (the question they are asked if have they worked in the 'last week') it's good to here they want to.

Evidence-based HR: Under the microscope

Rob Briner says:

Hi Liam. Yes, I agree, some kinds of 'science' are creeping into various ares of HR. But as you suggest it's not really an evidence-based use of scientific findings. Often it seems to be cherry-picking findings to justify a particular decision that's already been taken. Or it's the 'blinded with science' type approach often using dodgy neuroscience. This is a good antidote -

Whistleblowing: Removing the wilful blindfold

paul stanley says:

My poem 'The Grooming Room' refers to this issue (too long to post here so I've aded a link), and raises a question: May poetry help here with the necessary adjustment in culture, and strengthening an ethos of truth? There is also an aesthetic at play... 'The Grooming Room' is a metaphor, in poor taste... stronger then ‘he said, she said’ transcription of the conversations. The concept ‘new illusions in service of the truth’ works here:

Experts urge employers to combat impact of sedentary working

nicklaus millican says:

Full Commentary at: We all know that exercise is beneficial for being healthy. However, exercise doesn't necessarily protect you from the damage from being sedentary--time spent sitting as you work, entertain yourself, drive, etc. You see, being physically inactive for long periods of time has consequences that are not prevented by exercise; not exercising and being sedentary are NOT the same thing--one can meet all of the exercise recommendations but still spend just as much time being sedentary as people who don't exercise, and therefore still incur the negative consequences thereof. Instead of thinking that 30-60 minutes of daily More...

Can recruiting for values go too far?

WiseFather says:

Employers need to be careful relying heavily on what they vaguely call "cultural fit." Such hiring decisions may run afoul of anti-discrimination laws.

Help drive the cultural shift around mental health

Ingrid Blades says:

To feel confident enough to talk to someone about a mental health issue requires confidence in your own competence at facilitating a good outcome from the conversation. Competence in anything requires the right mixture of skills, knowledge and attitude - so Any cultural shift in organisations looking to better address their “duty of care” in respect to employees mental health,will require attention to the 3 critical components of skills, knowledge and attitude.

Vicky Pryce: Ex-offenders deserve level playing field

Darryl Howes says:

Cynicism aside, I feel Vicky deserves some recognition for supporting this cause. I'm pleased to say that I have met her and have no doubts about her genuineness and compassion. Yes, she has connections which might mean any fall from grace has been cushioned - but I'm sure there are some members of her former circle who shun her. The impact is, to some extent, relative. So please allow Vicky's intelligence and contacts to do some good on an important issue.

Lord Browne: Stop networks becoming a ‘minority ghetto’

Iris Santiago says:

Love the article and efforts being made towards inclusion. Categorizing people into boxes is systemic in the United States and as Americans we will continue to overcome. It is great to read people of power wanting to make a difference.

Evidence-based HR: Under the microscope

Liam Moore says:

Having said that, there is also a growing trend for 'science' to be used to justify so called methodologies and improve marketing impact across L&D, not least in the coaching field. this is reason in itself for practitioners and buyers to be able to read and eve vaguely make sense of academic writing.

Evidence-based HR: Under the microscope

Liam Moore says:

Hi Rob, thanks for your thoughts. I think we’re in agreement. My comment about the use of evidence within coaching was based, for example, on the approach of certain (as you point out in your article it’s a long way from all) coaches, educated through academic coaching programmes, who draw on research from a variety of related (e.g. psychotherapy, psychology, education) and other fields to inform their work, and some of whom also contribute to a growing body of research in the coaching field. Which as you suggest is not the same as having a solid body of research evidencing More...

Gratton: Why is complex collaboration so tough?

Dr Jordi Robert-Ribes says:

My experience in big corporates tells me that HR has a big cause in the fact that complex collaboration is difficult. A good effort from HR to enable collaboration, oftentimes leads to a restructure (or change in the org-chart), which as you rightly write is "only half of the story". However, the companies that thrive are those that benefit from a HR management team who really understands the importance of relationships.

Hugh Mitchell: HR must engage with “society at large”

John Ludike says:

Very astute recommendation and position especially relevant in emerging markets as intrinsically linked to brand sustainable organisational performance etc etc.

Talent shortages a 'major challenge' for UK companies

Nick Miller says:

UK employers of high end skilled workers are scrabbling around in a talent pool that represents just 12% of available skills within the EU. High end employment has moved on since 2001 and the UK is missing out despite being an ideal choice for especially Eastern and Mediterranean European workers It is not the skills that are in short supply it is the capabilities and hiring strategies of recruitment function that need to be reviewed

Let's talk about race in the workplace

Pru Davies says:

Have picked up on Sandra Kerr's article in response to Benedict Cumberbatch speaking out recently about race issues in the arts. I totally agree with Sandra in that the wider issue was totally missed. There is no place for discrimination if you follow the principles of Equality & Human Rights. I wish that the media would pick up on the important point he was trying to raise.

‘Extreme transparency’ a major organisational trend in 2015

Patricia Labrie says:

A truly transparent culture leads to a mobilized workforce. Exploiting an enterprise social network facilitates transparency and increases agility, resulting in surprising positive outcomes. There are many cases in point.

Austerity negatively impacting public sector staff commitment

Peter Rimmer says:

If the Tories have their way after the General Election there will be no public sector! The problem will be resolved by outsourcing services to the private sector which has proved time and again to be quite incompetent when it comes to public service delivery. With right-wing politics we are moving towards a US model where 'Have a nice day' is a euphemism for "Couldn't give a dam!". Sadly this attitude prevails with the current government's treatment of the public sector - NHS staff, teachers, the police and emergency services et al. So, is it any wonder that 'Austerity negatively More...

Paul Sparrow: We need HR for a horizontal world

Heidi De Wolf says:

Thought-provoking article. Flattening an organisation is helpful in today's complex and uncertain world as it helps with agility of decision-making and long-term sustainability of organisations, however not a quick solution. A quicker solution is to create a culture of 'equality' and mutuality across the organisation, or horizontal thinking as referred to by Paul. This includes respecting diversity of skills and strengths across the organisation. I fully understand Lucinda's comment as it does sound like HR is slowly turning into OD. It is crucial that HR and OD remain respectful of each others strengths, and not compete over who is a More...

In this issue: February 2015
fragment image

Feeling the pinch: How can HR create quality jobs for all?

Food for thought: HR at Sodexo

Have a little faith: Operations in the YMCA

Around the world: Business travel booked

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