Olive Newton says:
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Damain McAlonan says:
With a future trend where people will be working more collaboratively with a clear vision (and support) so much will depend on how your 'personality' fits. A Millennial Survey by Deloitte found that 61% of young people see current operational structures and procedures as barriers to innovation, and 63% feel the biggest barrier to innovation is management attitude. As a result, millennials are becoming less committed to a relationship with one manager, instead opting to build networks of people that they can work with. As strong endorsers of both STI and iWAM profiling I'm interested if anyone else is using More...
Cathy Evans says:
Dear Sir/Madam Fit for Work Scotland (FFWS) Employer referrals accepted from 15th June 2015 NHS Occupational Health Advice which will compliment any existing occupational health assistance you may already have in place. The service aims to: • support people to reduce the length of sickness absence • reduce the chances of people falling out-of-work and on to benefits • increase awarenesss of the benefits of working to a persons health • increase the positive actions taken by employers, employees and GPs in contributing to a change in attitudes towards health and work. To be eligible for an assessment, your employee More...
NEENA DHAUN says:
Dear Caroline, I'd really like to hear more about your experiences- please email me at Neena.Dhaun@i-l-m.com I co-authored the report so can discuss matters further. Best Neena
Caroline Jane says:
This article certainly rings true in my experience. The skills of working since 1980, briefly taking maternity leave and returning to the workplace part-time to then build up to full time working, are overlooked in my current workplace. There is a definite feeling of being side-lined when opportunities for promotion have occurred. Today's managers need to appreciate that they will be the over 50's of tomorrow and that we can offer so much by way of high standards and experience not to mention a high work ethic!
Mark Gardiner says:
Is there the chance that employees working in successful companies will view their executive leadership team more favourably, as compared to people working in companies who are not performing. Sorry to be cynical, but the comment about "lower levels of corporate risk" with strong characters at CEO level seems counter-intuitive. If you have a strong, dare I say "forceful" CEO/leader, are they not more likely to be able to push through riskier strategies by the weight of their personality, rather than pure analytical insight?
David Rigby says:
And this is why I have just set up a companion coaching and training business in UAE companion to the UK one. Age relates to wisdom and experience here
Lindsey Trainer says:
Thank you for this article on the Digital Dellusion. From a business trainer's point of view I can see both the panic and stress senior and junior staff regularly face as a result of the gaps in their digital knowledge. There really is no need for it. If businesses are clear about their goals and most profitable target audiences then the process of building an integrated digital strategy is then systematic. It's the online customer communications and services that really need developing for most businesses as well as a whole staff approach to digital communications for consistency of brand. I More...
Steve Hearsum says:
Thanks John. I think what you are pulling on there is more on language. I get that we cannot slow down all the term to look in a dictionary, and the rush to certainty becomes all the more damaging when complex questions/challenges are deduced to over-simplified constructs. HR has a particular problem, in that I suspect it is looked to for 'The Answer', and this is one space where giving a definitive one is not helpful or useful.
Jon Ingham says:
Great challenge Steve - I think digital business / digital HR is potentially even harder to understand than other related concepts such as social HR, mobile HR etc, and therefore definitely requires some reflection. Some of me thoughts on digital HR are here: http://strategic-hcm.blogspot.co.uk/2015/06/digital-hr.html
John Ludike says:
leadership should be aligned and anchored with requisite competencies and business results. Conduct pre and post program competency based assessment results . Similarly do same with sample of business Indicators for sample of managers who have and have not attend programs
When any presentation is given on the subject of the internal environment (culture/climate) that operates within the boundaries of a firm as an employing organisation, then in order to relate such comments or analysis to the context of relevance to professional practice then such statements should as a minimum include the following: (1) a definition of terms; (2) some contrasting worked examples; (3) some pointers to specific practice; and (4) the connection with the body of theory and knowledge that informs professional human resources management practitioners. These appear to be conspicuous by their absence in the report. Furthermore it would More...
David Rigby says:
Recently in Bahrain I was presenting at a conference on Technology, Media and Marketing. My topic, Emotional Branding, is about determining and becoming the image you wish to portray. As usual the delegates had two or three phones which were always answered and an obsession with self validation and selfies (even though they were with colleagues). The conference subjects were about social media and being always on. The idea of being 'in the moment' and that the outside world was not necessarily more interesting that what was going on in the room was a shock to most delegates. There is More...
Peter Richardson says:
The principal argument in Cheese's paper was that Leaders still don't understand culture. However nowhere did he put forward a definition of what culture is in an organisation. Without that and a place for culture in CIPD studies, then nowhere does there appear to be a means of embedding it's understanding from early junior management, supervisory levels up to Senior managers and Board members, let alone CEO's. So how about CIPD doing some research work on Culture and building it in to studies at all membership levels. Given time, this might go a long way to solve his assertions. Peter More...
Darryn Lewis says:
Agreed awareness needs to be made to younger individuals about the opportunities for a apprenticeships with both finance and the insurance sectors. Apprenticeships are to easily tagged as being for "engineering" when in fact apprenticeships are for industry sectors. It's common knowleged that skills gaps are apparent across all sectors now and if we don't do something about it then we could have some major difficulties in the future.! http://www.findapprenticeships.co.uk
Peter Copping says:
It is organisations job to produce talent they need, singularly or collectively. Can we have a report on what they are doing about it. Skill shortages mean they are trying to steal other organisations' talent. Maybe the Soccer Industry's model might help.
Jon Ingham says:
I agree with the need for HR and business leaders to understand how their organisations work, but is 'culture' really the right way to do it? http://strategic-hcm.blogspot.co.uk/2015/06/culture-solution-or-problem.html
Ian Conway says:
Our thinkchange application encourages innovation through engagement. Focussed on encouraging employees to come up with everyday innovation to help any business improve and overcome the challenges it faces. Innovative suggestions are put forward in and open and inclusive way enabling employees to collaborate and develop the idea into real business focussed improvement. A practical tool that underpins an open and inclusive culture and actually engages employees and doesnt just measure whether they feel engaged or not. www.think-change.co.uk
Duncan M says:
Seems like choices are the name of the game now.
Stephen Moreton says:
The report also states: "An encouraging 84% of the female professionals that we surveyed said they had never been overlooked for promotion as a result of their gender; over two thirds(67%) of our respondents also believe the professional playing field to be a level one between men and women where the availability of opportunities is concerned." The researchers conclude: "gender bias isn’t the greatest challenge facing women with the potential to progress."
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