Dee Mauree says:
I have started a new approach in my organisation to focus on new recruits and I hope my strategy will prove fruitful. Our turn over of staff is unacceptable. Dee
Brian Kent - TRCRC says:
Beware........ As many loyal and hard working 'elders' have discovered at the 'Sheds' - working seven days a week for the minimum wage - just is not a solution...For the 'demographic' it can be a fine line between employment and exploitation
Professor Diana Tribe says:
The current Manager at Mandeville Court, who is leaving to take up a similar post in Hitchin, has all the qualities required for this type of post McCarthy and Stone will need to hang on to this lady who has all the necessary skills, and more besides Her loss would also be a loss to McCarthy and Stone Diana Tribe
Wendy Hirsh says:
Rob's criticsms are fine if by 'talent management' you just mean the rather silly 'get the best' stuff which sensible folk dropped a long time ago. Personally I still loath the term 'talent' and see it is a waste of time to try and score eveyrone's potential or - much worse - use the confusing 9 box grid. BUT strategies to identify and develop people for jobs you can't just fill by natural internal development or knee jerk recruitment are really crucial to resourcing. My motto is just 'don't identify it unless you need to and unless you are going More...
Richard Thomson says:
Banning the box is a great opportunity for employers to properly adress inclusion issues. By trainin staff to recruit with conviction, employers set a strong foundation for real diversity.
Soylent red yellow and green
Ian Wigg says:
The whole notion of a massive lack of qualified candidates for roles is simply untrue. There is a vast lode of candidates with both considerable skillsets, experience and qualifications but employers are actively ignoring or indeed discriminating against them because they are over 50. I'm not even talking about the 65+ group but candidates in there early to mid 50's.
Employer brand is an organization's reputation as an employer. It is about effectively communicating organizations values, personality and culture to create the desired perceptions. It then extends to every aspect of their employment including; training and development, support networks, development of career paths and benefits and incentives, right through to their exit from the organization and beyond.via www.synechron.com
Mervyn Pilley says:
As always the debate should focus on how some employers have misused the zero hour contract regime to exploit their workers. Whatever the system in place there will always be employers who work in this way and their bad practices should be widely publicised.
It would be a good idea if HR and Marketing and collaborate for employer branding initiatives. Both the functions can converge to treat potential employees/candidates as "customers". Now-a-days, employer branding has become an important part of the recruitment campaigns and drives. It encompasses positioning of a company's employer brand among candidates and an overall experience for candidates. - Via www.synechron.com
Edith Onderick-Harvey says:
David, I couldn't agree more with your key points. I regularly speak with clients about pivotal roles, talent pools and alignment. Too often talent strategy is limited to the few top senior jobs and their immediate successors. In many of the industries I work in, especially life sciences, key roles that are essential to achieving the strategy are outside the C-suite and by only looking to a certain level in the organization, that competitive advantage is ignored.
eamonn gibney says:
Data protection for organizations is necessary and proper, however the elephant in the room is a total lack of responsibility/regulations regarding individuals use of "personal data" belonging to another. We see facebook posts by activists putting up cops pictures and offering rewards for names and addresses etc. This is to intimidate and threaten. Balance needs to be introduced.....
Mark Eltringham says:
Or maybe private sector firms know that this is a very complex issue. As the ONS reported recently, women now outearn men on average up to the age of 35 at which point the gap swings in the other direction. So the problem is tied up with career breaks, family life, personal choices and so on. Those might be more productive areas to address. Doubtless there are employers who discriminate on the basis of sex and other factors but a cynic might suggest that it's not surprising that a lawyer is highlighting the role of litigation in resolving a supposed More...
David, very interesting indeed. Im curios to know what were, lets say, the 3 basic criteria to build this strategy? excluding budget restrictions (its clear) Thank you
vinay johar says:
Such A Great Article, Performance Advantage is the big helping hand of the companies, non-profits and faith based organizations in classifying the proper direction for the organization and developing an easy to implement strategy to move forward.
Graham Wilson says:
Monideepa Tarafdar is absolutely correct to point out the 'dark' (I prefer 'shadow') side of IT. She describes four very simple ways in which it is harming working life. There are far more. What Monideepa doesn't describe are the psychological impacts. There's not sufficient space in a comment to describe them, but they range from encouraging delusional thinking (cognitive), through isolation of the user from their audience and the loss of empathy that can create (relational), to a larger scale heightened emotional detachment in both senses of the phrase. While some individuals experience these in extremis, most of us do More...
Mike Minett says:
The positives far out weigh the negatives with regards to the retention/recruitment of older workers. People want to know they can work for as long as they need to, and employers and government also need this to happen = win/win!
Nigel Piper says:
Critical in this process is being able to work with suppliers which are sincere in their commitment to tailor services and want to work in partnership with the client organisation. This requires having a thorough understanding of the healthcare strategy's goals and aspirations and how the optimum solution can be delivered. This is inevitably an on-going and dynamic process as budget constraints, legislation and other factors dictate.
Nigel Piper says:
Designing the staff benefits programme that is right for each individual organisation cannot be underestimated. It is firstly important to have a benefits strategy that understands the needs and objectives of both employer and employee and how these might also impact on other goals. This in turn may then require an assessment of which benefits should be optional and which compulsory. For example, should healthcare benefits, designed to provide access to prompt medical care, be allowed to be a benefit option if it is also an essential tool used to manage sickness absence and expedite speedier returns to work. Similarly, More...
Alistair Maag says:
It is our experience while delivering education that companies rarely consider the impact that drinking or drug taking has on productivity and absenteeism. When people drink or take drugs, bad decisions and absenteeism in the following 24-48 hours, as the body is still in recovery mode, cost companies far more than they think. It was interesting to see the costs of this quantified in this article. It is worth remembering that good substance misuse education protects the employer as well as the employee. For the CIPD survey in 2007 to show 40% of companies without declared rules on drugs and More...
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