One of critical issues in HR is the payment system. The survey referred in this article says the pay for directors or top bosses is far higher and increase faster than the average workers. Most people would admit the payment system affects the worker’s performance. Like the phenomenon revealed in this survey, if the gap between directors and average employees keeps growing, the average employees could lose motivation to work hard. Therefore, company’s HRM team should make partnership with finance team to consider cash bonus and long-term incentive as well as regular salary.
joon moon says:
As this article says, it is an ongoing topic of controversy whether HR performance really affects to the profit and how much it is. Many trials to figure the ROI on HR have been operated by HR team in many companies. But because the effect of HR performance is variable and takes much time to see the result, it is really complicated to estimate the effect. However, in the case of sales professionals estimating the result from HR initiatives is kind of obvious compared to other job position. This article shows the example in which a company achieved huge growth More...
Yiannis Pelekanos says:
Thank you, this post was so useful, I didn't realise that the days lost was so high. We used quoted you in a post a about accommodation for staff /a
Richard Tate says:
Hi Eddie, Great article and absolutely on the pulse of today's fast moving companies. I myself have recently been meeting with a lot of CIO's and CTO's and I couldn't agree more that there needs to be a more streamlined and effective way of bridging the communication gap between HRD and CIO/CTO. Something seems to get lost between the technical requirements and overall project goals and the procurement planning and delivery. It would be very good to hear more from some senior HR Directors or Internal Recruitment people on this issue. What challenges have you faced? Richard 01444 447 229 More...
Jan Levy, Three Hands says:
The importance of this point cannot be over-estimated. Business has so much to learn from charities. As well as everything mentioned in the article, charities know loads about social issues that businesses need to know. TV companies need to understand visual impairment, life insurance companies need to understand the effects of cancer, banks need to understand financial (il)literacy, retailers need to understand community deprivation - and so on. And it's charities, of course, that have this knowledge. But they need to value their knowledge; indeed they need to deal with their knowledge just as businesses would - in commercial ways. More...
Adam Creme says:
This piece is not even close to either being balanced or correct. The vast majority of employment lawyers and law firms, including those who mainly act for employers consider the syatem to be hugely unfair and wanted us to win. We wouldn't want the truth to shine into a good story though would we?
Sharon Havvas says:
I am very interested In app, yong for a position with Enterprise as a Home based advisor and would appreciate any info as to who and where to send my CV to
Jackie Le Fevre says:
In something as mind boggling huge as the NHS "culture" will always contain variation. Any culture change takes time and a single year is not very long in culture change terms. For culture to change the first thing that needs to happen is that people recognise the need for a different approach. Without recognition nothing happens. Second thing that is needed is that people accept that some things could be better and believe that they can do something about it. Without belief nothing happens. As someone outside the NHS but a passionate advocate of consciously values based ways of working More...
Dean Royles says:
Thanks Umesh. As ever you are too generous with with your praise! I agree with you about patchy progress. As you know I have written plenty about the challenges we face so am not in the least complacent. I wrote the blog one year to the day after Francis, and like others took the opportunity to acknowledge progress and importantly that it didn't happen by magic but by intentional interventions by managers. Showing that with the right leadership and context, change is possible. As I said at the end of the blog- more to do. Thanks for engaging with the More...
Umesh Prabhu says:
Dear Dean, The problem with good people is that they think everyone is good and the problem with 'bad' people that they think everyone else is bad but for them! You are too good and I personally know your commitment to get the culture, leadership, patient safety right and also know how fond you are about our NHS. But having working in the NHS and done lot of work on BME doctors issues, I can tell you the cultural changes which you are talking about, treating WB well and so on are very patchy. Wherever there are good leaders there More...
Dean Royles says:
Hi Stuart Thank for engaging with the blog. I try and write blogs as conversational rather that as 'articles' so apologies if you think it lacks enough reference to evidence. I wrote it on the morning it was published and really appreciate HR Mag for turning it round so quickly. It was the same day the Nuffield Trust (full of boffins!) produced this http://www.nuffieldtrust.org.uk/publications/francis-inquiry-one-year-on and I was just trying to give my take on how far we'd come in a timely, topical and heartfelt way. Thanks again. Dean
David Bratton says:
Offering training and career progression in an organization that has the latter and offers the former does lead to more engagement and commitment. However, contact organizations, call centres in North America, usually offer training in only the mechanics of the job and there is very little chance for progression, thus lots of turnover. Better to seek the kind of people with the behaviours that the job calls for and then reinforce on-the-job success!
Steve Marchant - CyberProtect says:
As an insurance broker specialising in offering cyber risk products to the SME market my experience is such that the majority of breaches tend to occur from within, either from a malicious attack or more often than not failure to adhere to a companies written IT policy (if they have one!).
Peter Marno says:
Congratulations to Ernst & Young for taking this initiative and, I hope, other organisations will follow suit. In a previous role as a mental health clinic manager I heard, all too frequently from family, friends and work colleagues who were visiting patients "I saw this happening three months ago" - if action had been taken then it is quite probable that the individual wouldn't have continued the downward spiral resulting in in-patient treatment. One of the keys to this initiative will be to align existing policies and procedures and make sure that the 'health management tools' - insurance, occupational health, More...
Peter Copping says:
Businesses are supposed to plan for talent, train for the future. They are to blaim if there are skills shortages. But they prefer to pinch others work, bribing it with increased rewards actually, and at least initially the price of performance. I expect the Bank to raise interest rates very soon to dampen the inflation induced by this process and maybe even a temporary fall in productivity.
stuart woollard says:
Rewarding the "right thing" or "responsible behaviour" has proved to be a difficult message to convey let alone convince. If organizations focused on true meaning & purpose and societal value then true corporate responsibility will emerge - organizations would also be more sustainably successful (not least in financial terms). The most mature organizations know and practice this. Circle Healthcare, Toyota, Costco, SW Airlines...Look at Tata's 'reason for being' and you will get the picture
Philip White says:
I think this is an interesting article. Often senior finance people are lined up as potential MD/CEO candidates whereas the number of HR leaders given the same potential opportunities is very limited. I therefore think the opportunities to work overseas are probably more readily available to finance people. That said, I have learned a huge amount from the overseas experience I have had which has enabled me to add value to UK operations both in terms of L&D input, operations input and managing communications about the overseas operations to associates who would never get to see the operations abroad for More...
Paul Kearns says:
If Dean Royles understood HR Maturity he would see that it is slipping backwards. The Department of Health now openly admits that it is Government policy to treat the NHS as a group of individual groups, all determining their own futures. So much for a whole healthcare 'system'.
stuart woollard says:
Dean, I'm sure that we would all love to be able to talk up the NHS but your piece gives us no useful information to do so. What are the indicators of a "palpable" improvement in culture? - has bullying & harassment decreased? The CQC are saying otherwise. Grievances? Patient satisfaction levels, mistakes, patient focus care increases etc. We need evidence of improvement otherwise there is nothing with which to counter the almost constant criticism of our healthcare system (that is often done so with data). And there is little with which to make informed decisions about HR priorities and More...
Carolyn Williams says:
As Technical Director at the Institute of Risk Management, which produced the report mentioned, I completely agree with Mike's comment above. Culture and behaviour are of the utmost importance in the successful management of cyber risk (as for all other risks)and HR has a vital role to play in this aspect of risk management.
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