No matter women or man working for a bank should think twice doing so. It’s just a matter of time that lone wolfs will start hunting them down those banksters and bankemployees ( who is the crimminal?l). And also economics that predict a lot of bullshit en only make numbers a hype as a system en screw the common human being. Also family that profit on those banksters en economics will be looking back over there sholder because they will be hunted to. Play it like Robin Hood. I know this will be deleted by those loser that’s called media More...
Geraldine Gallacher says:
I would hazard a guess that more female grads have been put off by the recent financial crisis than males. Perhaps a new era of banking with more women at the helm could prevent a repeat of the mistakes made of late. Women are more cautious than men when it comes to investment and more likely to collaborate than compete which I think are traits that the banking world could benefit from.
Hi Richard. Voters have to put their name and organisation into the form. You may vote for your own HR director but I'm afraid the vote will not be counted. Nor will votes from friends and family. In order to ensure this is peer voted I have the unenviable task of going through every vote and removing those that do not count towards the final tally. This is why we have the individual profiles of each HR director, so the industry can see what each has achieved over the year. Happy voting! Siân Harrington, editor HR magazine
Richard Higginson says:
If we can vote for our own HR Director, surely whoever works for the biggest company is going to win?
Jo Dodds says:
My thoughts too Jon! As I read through, apart from the obvious lack of trust issues implied, it struck me how starting with this sort of attitude promotes security issues as people create their own workarounds to enable them to get their jobs done. And that ends up defeating the object of the restrictions in the first place! Completely get that organisations need to think about their data security but not to the exclusion of getting the job done and trusting their staff to do it.
Unemployment is the consequence of overpopulation: CO2 emission at all time high - so are the stockmarkets; as the global boom and bust bubble keeps expanding global carbon emissions rise commensurately. The more debt is thrown into the global economy the more the bubble grows to bursting point. The last 60 years of unprecedented debt financed economic growth accompanied by a 300% increase in global overpopulation has wiped out 90% of the natural habitat and biodiversity; depleted all major finite resources including food, water and energy; wastelaid the planet with toxic and radioactive contamination; causing ever greater social/economic/financial/environmental chaos and More...
Zsuzsanna Tungli says:
I have been working with expatriates for over 20 years and have 2 TCKs in our family. I agree that CCKs and TCKs often become culturally sensitive and tolerant. I agree with the statement that these kids often show characteristics we require from today's global leaders. I think the IB (International Bacchelaurete) schools do quite a good job. The student bodies are very international and the approach to people and ideas is very open and understanding. As far as I know, they don't often do cultural sensitivity training but I am working on some ideas how to help parents, teachers More...
Jon Ingham, Strategic HCM says:
"businesses should start by implementing technology-based restrictions on what staff can do"
Richard Boston says:
Interesting stats. I sometimes wonder, though, how much employEEs actually value work-life balance themselves. A lot of us have let ourselves fall into habits that, when viewed from the outside, are strongly opposed to work-life balance. Right now, for instance, it's Friday evening and I'm responding to an article I saw on LinkedIn - just because I looked at my Blackberry. WLB is, I believe, a systemic issue that people like for blame on their bosses (and their bosses blame on their own bosses, and the top dogs blame on their shareholders, customers or voting publics). And don't get me More...
Stephanie MacKendrick says:
There seems to be resounding agreement that corporate culture as it stands impedes women foremost, but is also limiting men as work and working conditions change, but the working culture doesn't. When you're starting with unconscious bias and systemic issues, a systemic approach is needed. This is not just a commitment from the top, where it must start, but using the tools and the expertise that now exists to use qualitative and quantitative data to make changes from top to bottom. It's a big commitment, but I think anything less is not sustainable.
Most employees supposed to know their company confidencial and expect not to use personal benefit. I think if they misuse knowingly not allow for personal n they deserve take action on them
Great post, thanks for the insight, recently came across an comprehensive whitepaper on cloud risks while researching cloud security "Cloud risks Striking a balance between savings and security" it offers very good information,readers will find it very useful @ http://bit.ly/ZFPu1l
Peter Linas says:
From a recruiter's perspective one of the most important things when using social networks is to make sure that each one doesn't just become 'another job board'. The beauty of social media at a fundamental level is interaction, and if you're recruiting internally or as part of an agency, then sharing relevant, informative content with your networks will ultimately attract higher quality candidates. The next thing to consider is network relevance. Unsurprisingly, the social media network to post jobs to is dependant on the type of position and industry being recruited into. And finally, anyone involved with recruitment and social More...
Morgan Pierce says:
HR should look at new tools like www.ReferStar.com, available to help companies improve employee engagement in the referral process by leveraging social media to extend recruitment efforts to the social media contacts of employees. Give employees the tools they need to become employer brand advocates, but make it easy and 'lazy' - click of the mouse functionality. Be careful to look for features that protect the employer brand, so that any broadcasting that is done, is done within the confines of brand integrity.
Joanne Kelleher says:
A relevant article concerning the transitional change agenda with regards generation X and Y. The future is coming on - now and has been in steady progress from the early 2000's with company's and organisations failing to respond to changes in the workforce demographics,of baby boomers who are ageing and not up skilling gen X and Y soon enough. The added recession has made the emotional engagement process equally difficult due to a lack of investment in training, development and mentoring - but also cultural & diversity issues have been unsupported due to a lack of emotional intelligence, flexibility and More...
Jon Ingham, Strategic HCM says:
Technology's just a tool isn't it, it depends how you use it. If you want to increase trust, it can have a role to play. And done well, I don't think the old idea about not being able to develop trust through technology (ie that you still need to meet face-to-face for trust to develop) has to apply (and there are a lot of people today who will provide evidence that it doesn't.)
It is a well understood theory that a fully engaged employee means better business and productivity. It has two angles to it. One engaging an employee productively. Second engage him/her in a job that gives satisfaction to him/her. Both the factors need to combine to achieve the desired results. Who is better suited for this than the Manager who manages his employees. He is the only one who knows each one personally and can react to the situation . Employing an Employee Engagement Officer will not serve the purpose
You mentioned two things in this article that are instant red flags for me and will cause me to withdraw from a recruitment process without hesitation. 1) automated online "assessments", and 2) Psychometric tests. I'm not interested in having my extensive skills and experience "assessed" by some automated process that the HR Drone who receives the results is unlikely to understand. And as a Psychology graduate myself, I'm even less interested in being assessed by the pseudoscience that has built up around so-called "psychometric" tests. I've got news for you about those 'tests' : the companies that make them deliberately More...
Ian Freeman says:
I am delighted to read such a positive article, from a company that not only believes in the importance of maintaining the health & wellbeing of its staff, but is making positive investment in this area. It is a win-win situation, as staff are happier and healthier, and the company sees reduced absenteeism and increased productivity as a result. With the current challenging economic climate with many staff having to work harder for longer, with increased workloads it is those companies that understand this essential area of investment that will ride the storm and flourish in the future. Ian Freeman More...
Organizations applying a strengths-based leadership paradigm are going to be in a much better position for keeping their talent, as well as maximizing their talent for better productivity and probability. If each person in the organization is purposefully cognizant of his/her own strengths/talents, then leadership can leverage that for each person to be intentional with that which leads to more satisfied employees.
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