Latest comments

What's the evidence for... Evidence-based HR?

Lawrence Hiner says:

Rob, excellent discussion on questioning the validity of so-called evidence, particularly anecdotal and "trusted sources." I am reminded of principles of mindful awareness as taught in the Buddhist tradition. My question, how would one determine the shelf-life for evidence to be relevant in decision-making?

Managing mental health issues in the workplace

Michelle McArthur-Morgan says:

Prevention is better than cure, if we are to really tackle this issue we need to look at the reality of working practices. Although many organisations talk the talk the reality for staff is very different with staff feeling that they cannot take a regular breaks or even a lunch break, feeling that they must check their emails at home because their managers works late in the evening and if they get an email they must answer it immediately, and so it goes on. One of the reasons mental health issues are on the increase is that the human brain More...

Executive pay threatening trust in business

Jon Ingham says:

To me the issue has progressed well beyond whether high pay can be justified - the backlash exists and is so significant it is going to be harming companies - not just because of external pressures but internal ones as well - employees aren't engaging because they no longer see why they should. High pay differentials aren't just morally repugnant, they're harming business performance too. http://strategic-hcm.blogspot.co.uk/2015/02/wealth-inequality.html

Building a winning team: What HR can learn from sport

waleed says:

it,s afantastic article so can you help me to obtain about research with title " Ethical leaders needed" HR Magazines I will be grateful for your cooperation with me to get this search my email salamawaleed14@yahoo.com

Building a winning team: What HR can learn from sport

Stuart Woollard says:

Business lessons from the sporting arena have often drawn lazily from successful sporting leaders and individuals, rather than looking at the nature of the organisation itself. However, there are some interesting sports organisations when you look for mature management practice (www.maturityinstitute.com) and how it links to sustained success - New Zealand All Blacks, Southampton FC (http://www.telegraph.co.uk/sport/football/11366206/Gary-Neville-The-era-of-the-gaffer-is-over.html ) and Sky Cycling are some interesting examples.

Zero-hours contracts ‘here to stay’

Neil Lagden, Head of Bond Payroll Services says:

The above news story simply demonstrates that zero hour contracts have always had a place in business – the food services industry is a prime example of a sector which often requires support staff on an event-by-event basis and this type of contract provides essential business flexibility. In addition, zero hour contracts work well for seasonal peaks, which require multiple additional staff to be employed for a short timeframe. Since the ban of exclusive zero hour contracts, many employers have been urged to switch to minimum hour – thereby offering the employee the security of a set amount of monthly More...

Line managers key to building workplace trust

Helen Wright says:

We've been researching trust in organisations for over 25 years and agree with these findings. Trust in line managers is a critical issue, not just in UK organisations but all over the world. Whilst it's intuitive as to why it's important, its importance as a driver of engagement may not be so apparent. There tends to be a lot of focus on senior leadership (quite rightly) but often the critical role line managers have in building and maintaining relationships with their teams is overlooked. Coupled with the fact that many line managers are often ill equipped to deal with the More...

Video interviewing: The future of recruitment?

Mahendra Mamnani says:

The "Share Screen" option on SKYPE adds a new dimension in helping Screen candidates with slides being used to get responses/views on multiple facets regarding core competencies sought for the role to be filled.

Paul Sparrow: We need HR for a horizontal world

Brian Kent says:

"Paul Sparrow is the director of the Centre for Performance-Led HR at Lancaster University Management School. He is ranked 10th on the HR Most Influential UK Thinkers list" WADR Paul Sparrow - bit like the stereotypical C.V. that you HR folk constantly 'bang on' about - Far too long - far too detailed ("impenetrable") and far too esoteric for the mass commodified market that is 'recruitment'. The 'coalface' see HR as way beyond repair - Boards need to re-take charge of this fundamental activity - accepting responsibility for its long overdue need of respect and professionalisation. It is our future. More...

Zero-hours contracts ‘here to stay’

David Rigby says:

One of the biggest things employees can ask from their staff is loyalty and commitment. with neither coming from the employer how can this possibly happen ?

Choosing your next company car: Part one

Richard says:

Jaguar XE if you don't want to drive a German car like the rest of the corporate clones! www.Jaguar.co.uk

Zero-hours contracts ‘here to stay’

Peter Rimmer says:

Zero hours contracts are part of a strategy to undermine the position of the weak and vulnerable and put more power in the hands of the already powerful. Joseph Stiglitz calls it “The Price of Inequality” (Stiglitz JE, 2013), and TUC general secretary Frances O'Grady agrees: "Zero-hours contracts sum up what has gone wrong in the modern workplace. They shift almost all power from the worker and give it to their boss." Zero hours contracts are the modern equivalent of casual labour in the docks which Norman Fowler brought to an end in 1989. The MP for Bristol Central, S. More...

Social recruitment: The 'always on' approach to talent attraction

Sylvia Lee says:

Good article! Very relevant as social media has changed relationships in marketing overall from the old one-way to two-way or more - to interactive. Same goes for marketing an organization as employer. Too many leaders in organisations still pooh-pooh the idea of an employer brand, and some have even told me they don't have an employer brand! Well, they do, even if they haven't a clue what it is, How you communicate with potential candidates says a lot about your brand, and about your organizational culture. Or at least, about perceptions of that brand and culture. And culture plays a More...

Social recruitment: The 'always on' approach to talent attraction

Keval V. (Synechron) says:

Thanks Sian for sharing the article. It clearly explains the difference between merely posting job openings on social media and actually engaging the talent pool. A regular dialogue between employers and candidates is absolutely essential for social recruitment.

Low Pay Commission recommends 3% minimum wage rise

john bruce says:

In recent years central government has cut millions from local authorities. In turn social services have put more and more pressures on care homes and domiciliary care providers to accept less and less in their contracts. The Ethical Care charter,if adopted by central government or even individual councils would proposed by unison would help enforcing better conditions and pay for front line staff, who in the race to the bottom , to get tenders cheap as possible, many council commissioning units have washed their hands of conditions and pay including zero hours contract, pay cuts, staff paying for own training, More...

Heineken closes defined benefit pension, replacing it with double-matched defined contribution scheme

erroll waller says:

The final salary scheme should of been closed off earlier than it did.The final Salary Scheme should of been protected for its existing members.The trustees should of seen and acted earlier to protect the final salary scheme fot its members.

Pay differentials, wealth inequality and HR professionalism

Jon Ingham says:

I've written more on wealth inequality here http://strategic-hcm.blogspot.co.uk/2015/02/wealth-inequality.html (and there's a petition too.)

Cooper: Engagement programmes have had no impact on wellbeing

Simon Dean says:

I think we have been looking at the wrong end of the stick. I work with children and young people between the ages of 5 and 18 and we help young people to realise and prioritise the importance of soft skills. It is very hard to instil these essential foundation stones once young people leap into the world of work and hope to assert themselves. Too many pre conceptions, little experience. On my programmes, we take young people out of their comfort zone. No phones, no immediate friends to rely on. The we teach them life skills and test the More...

Older workers locked out of development opportunities

Keith Appleyard says:

My recollection is that I ceased being sent on courses from around the age of 50, and all my personal development had to be done in my own time and at my own expense; with the singular exception of a 4-day course I did at the age of 55, a course that everyone of my peers had to do, and which I never ever made any use of. In practice from age 40-60 I "re-invented" myself a number of times over, until office politics became my downfall.

Five ways the Foreign Office is reinventing its HR model

jutha says:

hope you don't mind that i translate this article into thai and post it on my personal homepage. if this is not ok please let me know. thanks. https://www.facebook.com/AuthenticJao/posts/797668373635870?fref=nf

In this issue: March 2015
fragment image

Save us all: Pension reforms could radically shake up retirement. What's your strategy

Lock, stock and barrel: HR at London Stock Exchange

The inside track: People first for Crossrail's leaders

New tricks: HR technology – the next generation

MA Business & Leisure Limited © Copyright 2015, All Rights Reserved