Latest comments

Only 7% of employers use social media for recruitment

Jane Smith says:

I believe the talent pool is the biggest problem here. So many options the employers are missing out on. But it always seems like people just take the easy way out instead of putting some time into making and implementing a proper strategy. There are so many tools that can help online recruitment and make it way faster and cheaper without losing a bit of quality.

Hot topic: Can pay be too high? Part two

Deborah Rees says:

Thank you for your comments. Common commentary and the aim of these two articles was to look at the two opposing views which hopefully it did! But that is obviously simplistic and very black and white. What is clear is that shareholders want to link reward to shares - by doing that pay quantum is then out of their hands.

Six steps to supporting employees through bereavement

Kriss Akabusi says:

Great article Amy, thank you. I'm wondering whether in your study you include the trauma of divorce & other such experiences that can be foisted on individuals too. In my experience this (divorce) can be a death like trauma too. Thanks on e again for your article Kriss

Hot topic: Can pay be too high? Part two

Jon Ingham says:

Nobody is suggesting that running a FTSE 100 company is simple. Though there are issues about whether we can truly identify the people who can run them effectively, and whether those we identify are truly much different from those we reject. But the very high proportion of CEO failures doesn't give me much confidence in this. However that isn't the point. The issue, which I think Luke Hildyard articulated very clearly, is that no level of increased capability is worth 120x the other people working in the business. And I'd do further than this - in today's collabroatve world, if More...

First British standard released for HR practice

Dianne Lambdin says:

I hope this will enhance people management, but fear more bureaucracy. This will lead to more expense for small businesses when competing with the big players, especially in the public sector where in time this new BS will, no doubt, become mandatory. We must ensure the new standards and associated systems do not hinder hard working firms. Companies are already struggling under the weight of employment legislation, please lets not add extra burdens.

Former Zara MD: 'HR not brave enough'

Raul Dosil says:

Mr Vega said HR has "become accountants and executors of death penalties". - This is what he was doing in INDITEX. No exemplary and unprofessional. Now he is giving speeches about HR. FUNNY

Former Zara MD: 'HR not brave enough'

Raul Dosil says:

Mr Vega said HR has "become accountants and executors of death penalties". - This is what he was doing in INDITEX. No exemplary and unprofessional. Now he is giving speeches about HR. FUNNY

Oracle's youth appeal

tiddle says:

This article and the guy is so full of $hit. So, we have this guy with grey hair preaching about the necessity of churning staff past 50 and higher salary, with fresh grads from college and much lower expectation. All these coming from the mouth of this OLD guy? Give me a break. He contradicts himself early on too, about the high youth unemployment in Europe. So, why not hire again in Europe? Why firing or forced early retirement in Europe, and hiring in, what, Romania and eastern Europe? The only plausible reason for Oracle is, eastern Europe is cheap. More...

Former Zara MD: 'HR not brave enough'

Peter Hinkson says:

HR people who are not brave enough may not justify their seat at the decision making table. However, it is not just about bravery. It is also about having the creativity to come up with practical alternatives, fully thought through to identify how they would work and then persuading the other functional leaders to be brave enough to implement them. Sometimes HR people need to be brave enough to stop the mavericks in the leadership team doing their own thing and undermining the corporate values. This gets branded as being bureaucratic so the rationale for toeing the line also needs More...

New institute to offer alternative HR qualification

safia Boot says:

Well said Carol Fowler and Alan Palmer. In-house and external recruiters (and those commissioning) really do need to improve their understanding of disability, especially hidden learning disabilities and those conditions associated with an aging population. Far from responding by treating people as individuals the recruitment processes of today have become mechanistic and indifferent with no added value. If a new/additional routes to acquiring a suitable qualification is one of the answers to raise professional standards then that's a step in the right direction.

Former Zara MD: 'HR not brave enough'

Jon ingham says:

As the overall chair of the Art of HR conference, I'd just add that although there was disagreement in the panel, there has been remarkable agreement throughout the first day (and continuing into the second day today) that HR does need to be more people centred, and braver in putting this perspective forward to the rest of the business. This also came out in our research which HR magazine covered in October, and we also review in our Linkedin group:

First British standard released for HR practice

Jon Ingham says:

From a brief glance at the standard I'd say it looks fairly appropriate. The danger will be if it starts to be prescriptive (though if it's not, there's a complementary danger that it just won't be useful.) As Dave Ulrich has been saying at the Art of HR conference today, initiatives to define eg cost of hire are taking HR 20 years back into the past. I think the BS standard avoids that, but we need to keep an eye on the danger as it evolves.

Former Zara MD: 'HR not brave enough'

Lisa Burden says:

A really interesting article - HR has so much to offer so let's be brave and show what a difference we can really make!

Rank insider: interview with Sue Waldock, group HRD of the Rank Group

jerrymcsharry says:

would like to receave my pension that i paid in to many years ago

Learning from disciplinaries and grievances

Action Trainers Ltd says:

Interesting we often find larger organisations fall flat when it comes to adhering to prescribed timescales for disciplinary and grievance matters; reasons given are the 'unavailability' of specific managers of a certain level cited in hearing the disciplinary or grievance in their company procedures, or that the company had other 'pressing' or 'urgent' issues to deal with and so the disciplinary and grievance is left on the back burner to stew into... well a mess. We agree sticking to the prescribed timescales is so important when dealing with disciplinaries and grievances whatever your organisation size as well as dealing with More...

How to recruit a 'purple squirrel'

Jonathan James says:

Great article. There should always be the sense that you still have to provide enough flexibility and remuneration to make these individuals conformable. But also allow them to adapt and change things that may seem very disruptive, as in letting their thought processes analyse information will help your organisation unbelievably. They understand things very quickly from low level processes through to the enterprise level views, giving them insight to be game changers.

Hot topic: Can pay be too high?

Mathias Broucek says:

There's no doubt that executive pay grew extremely fast during the 1990s and early-mid 2000s. However since the global financial crisis, most executive salary increases have been the same or less than those for the workforce, bonus opportunities have stayed constant and actual bonus payments have - if anything - reduced. And most independent directors on remuneration committees expect this pattern to continue. So, if the DECISIONS around pay have not pushed it up, how do we explain the 21% increase reported here? The answer is in long-term share incentives. Shareholders and politicians all say that pay should be linked More...

The three hardest workplace conversations

Jane Abraham says:

A very insightful article thanks Dean. I work with so many organisations that think that health and wellbeing is just about providing a benefits package, robust absence management and implementing fresh fruit and some exercise classes. This is comfortable and done so that they can tick the 'health and wellbeing' box but is is often so much more than that and thats why so many programmes don't work and waste money. The more articles that talk about this the better, especially when they come from someone in a senior position in the workplace. lets hope many more read it!

The three hardest workplace conversations

Dean Royles says:

Thanks for the feedback and comments both. Much appreciated. Dean

‘Candidate confidence’ on the up as 61% of employees plan to move jobs

mark mccormack says:

I wonder whether the figures announced by the BofE today regarding the state of the economy explains why people are now looking around for a new job with a better package? "Real take home pay growth is in prospect. 700,000 new jobs have been created in the last year and confidence is returning to the labour market. There are tentative signs of a pickup in wage growth. Real incomes will be further supported by lower energy, food and other import prices. The MPC expects annual real pay growth to pick up from around zero now to around 2% by More...

In this issue: December 2014
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Career ladder: Tips and tricks for a winning HR career

Express delivery: HR logistics at Wincanton

Driving equality: Diversity matters for Ford of Europe

Out of juice: The digital onslaught and wellbeing

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