Tom Standage says:
My point is that Big Data is traditionally defined as the manipulation of data sets too large to fit into standard database tools; so you have to use Hadoop etc. Are HR directors really dealing with that amount of data? I think there is huge potential for data analysis in HR, but I'm not convinced this is routinely done at Big Data scales; so analytics is a better term for it.
Dick Stroud says:
Let me tell you a 5th Myth about the NHS - it doesn't work. Until we start taking a realistic view of the NHS's multiple failings it will continue to spiral out of control. Sure it does some great work but much of it poorly managed, motivated and downright dangerous. And no it is not all to do with money. For far too long it has been a no-go zone for criticism. Even by the low standards we have come to expect of public sector services it is truly dreadful.
Peter Copping says:
The CBI clearly supports the Government's policy that people from 16-18 should be in education or training, but in FE this applies only in those programmes it approves of. I would like to know what happens to those young people who take an apprenticeship. Here employers are responsible. Do they also provide shelter 'of very little value'?
Peter Copping says:
This story is about a remark by Professor Nick Bacon's comment with a very extensive background piece. However it leaves out the crucial bits which are: What are the risks Professor Bacon sees in making the statement? Why does he consider the company right to make the statement? The context is a political campaign.
Tony Levene says:
It's good to see a defence of the NHS organisation. Private medicine has plenty of failings which are rarely publicised. It has an easy run - no geriatrics or accident/emergency or - to put it crudely - no poor dirty people. The most important NHS plus point is free on delivery - compare that with the US where spending on healthcare is vast but the results are, at best, patchy.
Andrew Lambert, Creelman Lambert, CRF says:
Just to say that the topics of both measurement (collective, individual)and how to generate a trusting environment - including requirements of both senior and distributed leadership - are dealt with comprehensively in the report I wrote for the Corporate Research Forum. (But you do have to be a corporate member to obtain a copy.)
Lesley Clarke says:
I echo many of the comments above. It was the factual challenge to perception that made me share this article with a wide range of male and female colleagues. Been watching out for Dean's blogs ever since.
michael dixon says:
From my years of experience I have always been asked at job interviews if I was fit and well or been sent for a full medical before been offered the job. I am lucky and have no problems in this area. My heart goes out to people who have suffered the indignity of being told to get out and work by a nurse who disagrees with doctors and consultants whos good work is being undone by WCA. I have seen physical disabilities replaced by stress, worry and anxiety. Surely these conditions are costing the NHS dearly. Common sense is out More...
Bill Offutt says:
As someone who has worked with organizations wishing to hire veterans, I find there is a disconnect between senior management and those tasked with the actual recruiting. Recruiters have specific criteria to fill when seeking candidates, but they are not necessarily the hiring authority both of whom are removed from senior management who are setting the goal to hiring veterans. Therefore,it is imperative that the HR community to become more educated as to the qualities that a veteran has. Here I speak of the soft skills instilled in veterans through their training and service. The hard skills are outlined in More...
HR editorial says:
Hi Amy - you should be able to download the report from here: http://www.cipd.co.uk/publicpolicy/policy-reports/managing-future-talent.aspx
Claire thompson says:
I went to the Roffey Park website for a copy of the research and was unable to access it - the link was broken, and it suggests that you are publishing it exclusively. We'd love to write it up for our customers.
I have looked for this report all over the CIPD website and I cant find it... Can someone post a link? Many thanks
Jon Ingham, Strategic HCM says:
I didn't go to this event but have seen Tom Standage present before and he knows what he's talking about, except he doesn't know HR data. There's more big data (technically defined) in what we do than most other areas of business. And analytics is a different thing, not a better term. As for not running before walking, it's rubbish. It may be an issue getting an accurate headcount but it's also of very little value. Don't slave over this but go straight for the important stuff. And if analytics will help inform decision making from your data, big or More...
I completely agree with McCord's suggestions. Best practices are often applied inappropriately because HR Managers don't understand the situations in which they worked and their current business environment.
Patrick Ainley says:
ESRC-funded seminar at University of Greenwich on Friday 28th Feb on Higher Vocational Pedagogy 09.30am - 3.00pm Devonport House, King William Walk, Greenwich, London, SE10 9JW Further details: Hugh Joslin Project Manager Progression Research Centre for Leadership and Enterprise School of Education University of Greenwich mobile - 07933954083
Lucy Beaumont says:
Employees are perhaps the forgotten people of the recession. Much coverage is placed on the difficulties faced by organisations and countries, with little thought for the employees. These are the employees who have often kept organisations afloat, working longer and harder and getting little back in return. As a result it’s common for employees to experience high disengagement during the recession and want to leave. However, a depressed job market means that there are few alternative opportunities for these disengaged employees. As a result, they stay where they are, biding their time until the recovery comes and with it more More...
This...again?? Perhaps it isn't a change in what young people can do and it's the lack of investment companies are willing to provide. It is disappointing for parents to hear their children are unfit for work, discourages employers from hiring them, and does nothing to their confidence. Young people are only as ill-equipped as you make them and ultimately define them to be.
Amanda Marko says:
What about HR's role as a strategic partner responsible for creating a corporate culture that drives company performance? Hiring choices, policies, promotions, and benefits all contribute to the work environment and can motivate (or demoralize) employees. HR needs to think and behave strategically and consider the overall impact of each of its responsibilities.
Fay Hunkins Walcott says:
I think this is an interesting article. It is unfortunate that the call for prioritising work place mental health is due to the new group of individuals now found to be suffering mental distress. The crux of the matter is that it doesn't matter if it is a middle aged manager or an apprentice cleaner, the fact that mental health is well recognised as a key element to a positive work place environment and productivity should be enough for all to take seriously. This means employers and employees; organisational re-structors as well as self help practice. We need to provide More...
I reside across the pond, in Texas, and am an Army Veteran who trains Veterans to start their own businesses. As an entrepreneur myself I will share with you my perspective on translating Military skills - don't focus on aligning skill - for skill. Big picture? ALL businesses are looking for one of two variables from prospective employees; 1) can you make me money and, if so, how much and how soon and 2) can you save me money and, again, how much and how soon. Think in those terms when engaging prospective employers. Also, don't wait to answer an More...
Direct to your inbox...
MA Business & Leisure Limited © Copyright 2015, All Rights Reserved