Stephen Turnock says:
Makes sense that wellbeing, even pastoral care must have a direct impact on success, just as you are what you eat.. an organisation is the sum of many things positive and negative [the disconnects, the disenfranchised]. A lost opportunity i'm sure for many businesses to grasp for the empowerment toolbox. Most ‘best to work for’ accolades focus seems to be centred on perks, money and training [important] ~ but with little attention to wellbeing. Lets have more of this!
Right Hand HR says:
Many of the news pieces on flexible working seem to focus on the difficulty to implement the changes. At Right Hand HR we think that employers are better off thinking about it as a great opportunity to engage the skills that they need for the time that they need them. By considering job-share arrangements, reviewing the scope of the roles, redeploying talent, outsourcing and generally being flexible and innovative in their approach employers are much more likely to achieve great business solutions and retain talent! More at www.rhhr.com/insights.
Bill Hill says:
Many public body VS schemes incorporate a tapering of VS payments after the age of 58 on the basis of the "assumed" oncoming "retirement age" of "65". What case law is there to support / reject this as a "Legitimate Aim" or "Proportionate Means"
Robert LoBue says:
This is a very creative way to increase the career exposure for HR professionals. As SAP sells products core to HR processes, it provides for very credible testimonials from within SAP's own operations. But it must be difficult also to coordinate, as HR is often very 'resource-bound' so time away with customers can mean less time for employee relations. When it is scheduled as a development experience without sacrificing HR service level standards, it should be very powerful.
John Ludike says:
Fully agree re innovation and talent link as organisational capability. HR practitioners require commercial business acumen and exposure/experience as spend inordinate time and effort putting competency dictionaries, blah, blah together which doesn't ad to either business results or value innovation.
Simon Jones says:
I'm intrigued by these "SMEs who are privately concerned". I work with SMEs and they broadly fall into 2 categories: they either are ahead of the law in that they've been willing to listen to requests already; or they think it's unlikely that many staff will take up the request and if they do they will consider it on individual merits. The organisations that might have a real issue with this are the big bureaucracies (private as well as public) with their swathes of policies and their fear of "setting a precedent"
Mark Freed says:
The success of small innovative companies established to provide a solution to the work life integration challenges faced by women will have more effect than mandatory quotas. Large companies will see the benefits of providing flexibility once they start to loose business to these smaller firms. Www.e2w.co
Donna Stevenson says:
I agree with Jay Webb's comments. I, and many of my associates, run their own companies...and we started them late into our 50's. Other associates who are engaged full time with an employer, or seeking a new position with a new employer, are, in fact, seeking challenge not health benefits. I do not agree that offering the types of benefits mentioned in this article would be all that attractive to 'older workers'.
Jay Webb says:
Whilst I found the article interesting it seems to focus on older workers looking for extra benefits of health insurance and flexible working. There is no acknowledgement the evidence from research actually shows that older workers have less time off than their younger colleagues due to ill health issues, turn up for work on time, are more committed to work, have a wealth of experience which is why some employers actively recruit older workers. We don't all want health insurance! What we want is challenging work, respect and a fair days pay for a fair days work. The same as More...
Lesley Nash says:
This article is spot on. As CEO of an SME in consulting and technology we are continuously looking at ways to innovate and creatively problem solve when working with our clients. Whilst the term 'aggregate talent' is not one we use, what Professor Hamel is suggesting is absolutely right and helps us to build and maintain a lean and agile workforce in a culture designed to bring out the best in everyone.
Peter McDougall AM says:
The discussion so far seems to be focused on the extrinsic approach to motivation - pre-outcome awards that cost money and normally can only be authorised by a limited number of senior managers. What about intrinsic motivation measures such as: encouragement, role competency training, acknowledgement of achievement, coaching, challenges within capability, involvement in planning and decision making, praise for work well done? Good leaders know that people of all ages and backgrounds respond better to these measures and they are non discretionary and can be used at all levels within their organisation without reference to the 'boss'.
That's great to hear - really gets home the point that good communication with managers and a bit of thought and understanding from them can really make the world of difference in terms of what helps employees to be as productive as they can (and want to) be.
John Ludike says:
We have found that global mobility transitions can be enriched and overall readiness improved if managed on Regional basis first then more Global.
liz robinson says:
The lessons suggested here are how to reduce the risk factors that cause disease, rather than how to enhance wellbeing in the workplace. Wellbeing means different things to different people, but broadly it is how connected you feel, how engaged you are in your job, having a good manager, having a demand vs reward balance, doing things we are good at. Not how much fruit you eat or how many steps we take. Try looking at New Economics Foundation Wellbeing in the Workplace for more information.
I had to leave full time role due to my worsening mobility. My productivity has gone up. There's less distraction at home, my Apple mac suffers none of the IT problems which were common with my office PC. I can rest when I need to without feeling guilty. My employer has offered to provide specialist equipment if required. I can cope much better at home.
jim Carlson says:
Simple things like writing a personal email when rejecting a candidate in place of a form-letter go a long way in keeping candidate-employer relationships on positive ground. The rejected candidate may be a future candidate, or, may speak to associates about an experience. If the company-candidate experience is negative, the repercussions are difficult, if not impossible, to mend.
Colin Whalen says:
Great to hear some positive discussion about HR Shared Services and some real success stories, moving the debate on from ‘is HRSS a good idea’, to understanding that it works, but, like all things, it needs to be implemented and exectuted properly… the scope has to be right, service quality is paramount, it requires investment in technology, it is a big change to be managed, and it is just as much about the ‘retained’ HR function as well as the HR shared service centre.
John Ludike says:
Glassdoor.com as well as Universum are very reliable judges of employment brands and a reaonsbly convincing argument between their rankings and number of applicants, quality of applicants and retention rates as well as cost of candidates.
Jackie Handy says:
I consider this article to be a positive economic outlook that, for me, poses two thoughts... 1, As an ex-recruiter I am interested as to the reasons employers rate their agency experience as they do - what, for them, makes the difference in 'fairly satisfied' and 'very satisfied'. Price? Service? People? I suspect the latter has a lot to do with this. Which leads me to my second thought... 2, what are employers doing to develop their existing workforce? It is true that more heads may well be necessary to support economic growth, but without the skills, knowledge and behaviours More...
Annemieke van der Werff says:
The U-model is a strategic guideline on what can work. Yes it needs to fit the strategy and structure of the organization, but at the end of the day it is also about the capability improvement the organization and CHRO are willing to make. This requires tough decision making on HR's current competencies available versus needed; as well as a dynamic approach to stay up to speed.
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