Latest comments

Back-to-work mums 'held back' as career progress is hindered

Nechama Harris-Keen says:

Hi, I am interested in talking about this Santander study in a research project for my MSc in Professional HR. Do you know where I can find the original source with the study? I can't seem to find it online. Kind Regards, Nechama Harris-Keen

Purpose ‘worthless’ without staff engagement, says Old Mutual CEO

Jon ingham says:

It's not just organisational purpose either - for any area of business strategy the new principle has to be to engage staff to decide, rather than decide then seek to engage. Given the death of deference this no longer works. However, this isn't as simple as it might seem - business leaders need to commit to go along with crowdsourced strategy even if it's not what they personally see as the most optimal approach - the new environment means that it is much better having a less brilliant strategy which is executed well than a perfect strategy which nobody cares More...

How to recruit a 'purple squirrel'

Luis Gabaldon says:

Thank you very much for sharing this article. It is such a great article to read - a relevant sharing of knowledge and expertise to the HR community.

General election 2015 pledges by party

Suzanne Evans says:

I think you'll find UKIP is now the third main party, so why exclude them? Policies on employment included in draft manifesto here:

'Private school premium' for graduates worth up to £4,500

Peter Rimmer says:

Private schools and public schools should be nationalised, and all the teaching and learning resources devoted to the many not the privileged few. The current system simply ensures that the rich get richer and the poor stay where they are, close to the bottom of the pile. We need to close the inequality gap if we re to ensure a sustainable future not only for our planet but also for businesses and the community at large. Radical stuff eh?

'Private school premium' for graduates worth up to £4,500

Peter Copping says:

Just to remind everyone that their are two parties to the selection, the buyer and seller. I suspect there are 'grammar school' buyers and private school buyers.

The Equality Act: one year on

victim? says:

It's all very well large company's having processes and procedures in place that satisfy the law (Equality Act 2010) but if the company (HR department) don't follow them, despite an employee with a condition covered by the equality act continuously mentioning the Equality act in their monthly meetings over a period of 15 months, what progress has been made? How does one get a large company with draconian distrustful approach to employees to abide by the law, without being forced to resign and take the matter to court? Particularly an employee with over 20 successful unblemished years with the company! More...

How to recruit a 'purple squirrel'

Jackie Birch says:

I like what I have just read. Although I have never heard of this expression before. Must say: Good article written. Thank you very much for sharing.

UK falls eight places in gender equality rankings

Bnh says:

No surprise to me that the UK is falling behind in gender equality. Employers continue to marginalise women not just with pay but with the language used - and normally with the blessings of the HR department. How many people in HR continue to talk about "man hours"? When challenged in our company I was met by blank stares as no one seemed to comprehend why this is at best backwards if not plain insulting to women.

Early conciliation could cause rise in 'vexatious claims', says employment lawyer

Maria Joseph says:

For 14+ years I've been the administrator and mediator for a state gov't agency (against discrimination) mediation program. The agency has a very low barrier to entry (filing). It would seem that employers could be inundated with claims, but they're really not. On balance, given the fact that legitimate claims still arise and the power and knowledge imbalance curtails opposition, there's decent reason for keeping the door open more widely than not. Contrary to seeing the floodgates to all-out litigation opening, however, what I do see is a fair number of people who look to the agency, and then the More...

Low-paid risk 'being left behind', says TUC

Jon ingham says:

We tend in HR to focus very naturally on the side of our employers however I think this is one issue where we need to be 'employee champions' too. This is my suggestion:

A good HR person 'doesn't care about HR'

Jon Ingham says:

I also agree with Graham, Annabel and Alan - AND the key issue / opportunity in so many organisations is people. So yes, we need to focus on customers and shareholders, and listen to our business leaders, of course we should, but we can provide the most value for our organisations by continuing to focus on people and building effective and compelling workplaces where people can contribute and collaborate effectively. In my view, it's often when we accept that we're business people who happen to work in HR that we doom our organisations to ongoing low levels of engagement and More...

A good HR person 'doesn't care about HR'

Alan Arnett says:

Because of the bizarre setup of this site, having said I want to comment I now can't see the original post or other other comments, so apologies if I misremember either. First off, for the two people who said essentially this is not accurate because you wouldn't say it about finance or any other function, actually I have heard CEOs say precisely this about all their functions, including finance. Not too long ago this was best summarised by a CEO on the platform at an internal leadership conference of all the global BU and functional teams. Essentially the summary was More...

A good HR person 'doesn't care about HR'

Annabel Kaye says:

I doubt we would criticise the FD for starting from a finance perspective, or the sales director for starting from a sales perspective. We all have to get out of our silos when we get to a certain level. HR is not alone.

A good HR person 'doesn't care about HR'

Graham Salisbury says:

Let's play a little game, shall we ? Remove "HR" from the dubious comment of "A good HR person, at the end of the day, doesn't think of themselves as an HR person," and replace it with a function of your choice. Finance perhaps. If the sentiment rings true regardless of function then the comment is meaningless.

A good HR person 'doesn't care about HR'

Jon Ingham says:

It may depend on how we define HR but we need more not less focus on people!

Getting headhunters on board with diversity

Raj Tulsiani says:

Until supplier diversity is taken as seriously here as it is in the States we will continue in this cycle with positive narratives but little change in representation and diversity assured succession plans. Continuing to use the same supply chain and asking for diffrent results is not working.

Lack of wellbeing culture 'frustrating'

Kate Cook says:

In many companies, Wellness is "dumped" on HR, because companies know they need a Wellness approach (because of the obvious business benefits) but don't know who should manage the details, so the Wellness "hot potato" gets passed to HR who are already overstretched. Although Wellness is considered important its not considered urgent so it gets put to the very bottom of an over growing pile. Many companies havent any idea of what a Wellness programme might actually achieve/look like/be made up of, (often no audit is taken to assess where the company is either at the beginning or at the More...

Picture perfect recruitment at Estée Lauder

James Brook says:

Great to see such innovative and progressive HR practices from Martin and his team. As a world-leader in strengths based assessment, training and development, we applaud the efforts of organisations like Estee-Lauder who are willing to challenge traditional assumptions and models about how to manage and motivate people to create a more engaged, diverse and positive work environment. In our experience, strengths-based HR works best when it is integrated across key HR processes, including recruitment and selection, performance management, leadership development and career development and progression. Too narrow a focus on only one of these HR levers is unlikely to More...

Picture perfect recruitment at Estée Lauder

Gurpal Minhas says:

This is a fantastic article sharing the significant benefits of adopting the strengths-based approach across the employee life cycle- from recruitment through to performance management and development. We’ve long believed at Capp & Co Ltd that the strengths-based approach delivers excellent return on investment metrics and this article is a great insight into Estée Lauder’s approach of how to achieve increased diversity and growth. We’ve worked with organisations across varied sectors (professional, financial, law, retail, FMCG and technology) who all believe that the approach continues to deliver results that they’ve been searching for. As illustrated by Martin, once the strengths More...

In this issue: October 2014
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One giant leap: Business, government and education must step up to avoid a skills crisis


Icing on the cake: Gregg's talent recipe


Behind the story: Rebuilding trust at News UK


Beyond appraisals: Fixing performance management

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