Jonathan Hemus says:
As someone who provides PR (not "expensive", just extremely valuable!) to help people prevent and deal with crises, I wholeheartedly agree that employees should be your first line of defence. Open channels of communication and employees who are encouraged to highlight problems rather than ignore them (or worse, cover them up) allow organisations to deal with issues before they become crises. A culture which stifles the voice of the employee is one which offers a fertile breeding ground for a major crisis. Jonathan Hemus www.insigniacomms.com
Hossam Soliman says:
David Marklew says:
From someone with his roots firmly in the Operations camp I can't tell you how delighted I was to read that the lack of HR force has been identified as a key factor in the disgraceful failings in NHS and banks and the universe - at last someone's figured out whose to blame for absolutely everything. I'd so love to agree but sorry HR professionals - it's tosh! By all means go and be full of force but you can't take the glory for abysmal leadership, weak operators, ill advised performance targets driving malpractice, functional directors sitting around boardrooms fiddling More...
Robert Williams says:
What the hell was Ed Balls doing? And where were those 'special advisers' when they might have actually had something meaningful to advise on? A little bit of patience, and less playing to the gallery of public opinion, and this could have quite easily been handled without this awful cost to the taxpayer. A nice little investigation, hearing (let her have her say) and then out you go, as we have lost trust and confidence in you as the leader of this incredibly important department. No tribunal would have considered this an unreasonable course of action and 600K saved. Muppets! More...
Roger Davies says:
Well said Andrew. I think your underlying message is the same as Peter's, simply more direct. There is nothing new about the opportunity ahead of HR and the lack of universal nettle-grasping in the past, for which the CIPD should take much of the blame. Job #1 has to be to get HR everywhere to brave it out in the choppy waters in the line rather than staying in the comfort of their offices. The signs are that the function has a business-focused champion in Peter who, like you, is advocating time on the shop floor to learn first-hand about More...
Keith Appleyard says:
I'm already paying the Living Wage, but as a Charity I'm also exempt from Corporation Tax. So I'd like to see more details on how I would be reimbursed through which Tax system, and whether I would be reimbursed if I'm already paying the Living Wage, or is it just for new people who sign up - in which case I lose out both ways.
Andrew Mayo says:
Peter Cheese has a great opportunity to move the profession forwards, by shifting emphasis, new initiatives etc. But there is nothing new about the opportunity that HR is presented with. It is one that many continuously fail to grasp. That is to see our added value as helping managers be more successful in their achievements, through better people management, as opposed to always pushing our own agenda. Peter needs to correct the fundamental weakness in the current "standards" which is about business and financial knowledge. If I were in Peter's shoes I would be advocating HR secondments to the line More...
Chris Pyle says:
I recognised "love/resentment" as one accurate summary of what it can be like to be close to a charismatic leader! The etymology of the word is from grace or gift - so it is interesting to think about the extent to which charisma is a 'given'. I wondered if charisma is always associated with speech. When we think of the charismatic leader, do we always think of them in speech or them in conversation? (Can anyone be charismatic in text or on twitter?)
Lisa Gibson says:
Refreshing to hear from the top about engaging with 'digital natives' but in my experience a fresh approach to recruitment upsets the equilibrium of middle managers. How do they manage and engage with 'digital natives' when they may not understand their language. It will be interesting to learn how Barclays have been able to reduce thei high levels of turnover through their on going engagement strategy and the development of their managers to deal with the changing profile of new staff.
Inclusive culture is wide term indeed, going by its significance and meaning as quoted. Let's see how Barclays do it !
stephen moreton says:
Good to see the message coming from the top of the corporate ladder. Stuart-Kotze and Dunn (2008) “The ‘war for talent’ is a phoney war” in that “it’s not talent that’s in short supply; the shortage is in people that know how to manage it.” 60-70% turnover in call centres says it all.
Risk Culture Builder says:
Dickon Moon says:
Home based businesses are the perfect solution for all those men and women who not only seek a better work-life balance but who want to work in an environment that brings out the best in them – a place where they don’t feel bogged down by office politics and bound by rigid hierarchy. It’s a welcome step forward that boasts of an evolved method of working – a far cry from being restricted to narrow cubicles and stifling routines that only curb creativity. http://blog.arise.com/uk/independent-business-owners/work-from-home-for-a-better-work-life-balance/
alan smith says:
I downloaded the report off tmf website. Worth a read.agree finding a partner with local knowledge is vital. It doesnt mean you cant bring hr in house once your presence in that country is large enough to invest in your own HR professionals on the ground. Doesnt make sense for first few years though. All ceo's would rather focus on the necessaties
PAUL STIFF says:
I have worked as a cross cultural trainer for over 12 years both for myself as well as for a number of high-profile service providers who work in the area of cross cultural support. It seems to me that organisations who employ staff who are themselves international in background and experience totally "get" cross cultural issues as a business variable that needs to be addressed. There are others who do not have a clue, and will say "the managers there speak English so what's the problem?" I welcome the debate, because since the opening of Europe in the early 1990's, More...
Greg Wiszniewski says:
I totally agree that unless we create better training and employment opportunities for young people, as well as challenging gender roles from the outset, the situation will not improve. I think that too often, generation Y is left in the dust and expected to rise up but never given any assistance. New industries need to be created where decent jobs exist and there are more support in early years of careers.
Keith Appleyard says:
I've had many years experience running a 24/7 operation, and I like some of the features of the Working Hours Directive, which gave me cause to think. I adopted as a guideline the 11 hours overnight rest rule, because I realised I had had people (including myself) getting a few hours sleep then being woken up, then getting another few hour sleep before coming in to do a normal days work, and we were all the better for it.
Tom Debenham says:
It is quite instructive that a survey has been used to predict the demise of, er, surveys. Much of the report is expressed in terms of the % of people who agreed with this or disagreed with that. This tell us that numbers and words are important as benchmarks and as illustrations of how communities think and feel. The authors have failed to generate an alternate method to surveys in pursuit of the cause the discredit surveys. All we see here is a bit of product push in the form of the promotion of a different type of survey software More...
Peter Marno says:
It should be remembered that stress is a non-clinical term and is easily used to disguise any absence. In particular, if it is appearing in the statistics of a permanent health insurer, there has to be a concern as to how accurate is the information the insurer is being given. Critical to dealing with this issue is good absence management, training for managers and robust methods of performance management. In addition training from Mental health First Aid (MHFAEngland)- as promoted at the City Mental Health Alliance last week - will prove invaluable.
Ruth Milner says:
In times of uncertainty, good communication strategies such as keeping employees informed helps in stress reduction. Also keeping in touch if employees are off sick shows that you care & often aids return to work.Once the employee returns, a return to work meeting must be part of the standard process. It gives the employee opportunity to discuss any concerns & for the employer to help. Showing employees that their employer cares is a win win situation. Early access to Occupational Health and management training is also vital.
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