Latest comments

Companies reaching out to parents of school leavers

Lisa Johnston says:

I am delighted that others have backed up my thoughts that parents are the biggest influencers of young people. Working for a number of SME tourism businesses and a tiny budget it is very hard to engage with parents although we have tried and only managed on a few occasions. Changing the perception of tourism as a career choice has a long way to go yet though!

Recruitment should be a ‘learning and development exercise, not a transaction'

Kelly Fryer says:

Many organisations do not invest in the recruitment process and then wonder why they have such high levels of turnover during the first 6 - 12 months. Recruitment is currently seen as something that must be done rather than anything of real value which does not leave the right impression with candidates or future employees.

Four common NHS myths busted

Justine Jones says:

It's good to see an article based on facts and statistics, rather than anecdotal evidence. Thanks for tackling the lazy reporting which support myths and stereotypes.

'Diversity of thought' highly important when hiring boardroom talent

Arkady Fishman says:

Very thorough and informative article. I have to agree with the overall message of Heidrick & Struggles managing partner Will Moynahan that diversity is essential for a business which values opportunity and calculated risk. Furthermore, I think that different backgrounds offer different viewpoints and analyses which may benefit an organization significantly in a positive scope. Thank you for taking the time to read this post.

HR directors warned not to ‘run before they can walk’ on analytics

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.

Four common NHS myths busted

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.

Clegg's plans for vocational support widely backed

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'?

High risk but right to warn – verdict on Standard Life Scotland announcement

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.

Four common NHS myths busted

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.

How to build trust in organisations

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.)

Dean Royles: Some people are women, get over it

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.

Atos plans early exit from Government contract

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...

Military personnel held back from employment

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...

Guide to managing young people published

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

Constant change is a headache for HR

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.

Guide to managing young people published

Amy says:

I have looked for this report all over the CIPD website and I cant find it... Can someone post a link? Many thanks

HR directors warned not to ‘run before they can walk’ on analytics

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...

Netflix's McCord urges HR to shun the rules

Sam says:

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.

CIPD calls for better utilisation of 'over-qualified' workforce

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

Economic recovery leads to higher attrition, study finds

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...

In this issue: May 2015
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Going steady: With the economy improving, can you remember how to lead HR in an upturn?

National treasure: Leading HR in the NHS

Happily ever after: The future of employee engagement

Cream of the crop: The HR Excellence Awards 2015 shortlist

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