shannon cullen says:
England for the world cup
Engage For Success says:
The report can be downloaded here: http://www.engageforsuccess.org/ideas-tools/wellbeing-whitepaper-evidence/
jeroen zuidema says:
Unfortunately, "poor men want to be rich, rich men want to be king and a king ain't satisfied until he rules everything". A lot of managers want to be king and act like that!
John Buonora says:
As a fellow Bruce fan, I love this...very well done. Right now the corporate environment makes me think of the themes from the song 'Wrecking Ball' bring it on we'll survive
Matt Stevens says:
Unlike previous generations, being born amid a time of unprecedented technological flux, GenY are tech-mobile, natural early adopters, welcoming and I would suggest, embracing e-progress as symbiotic to their existence. This is not to say that other generations cannot also exhibit high levels of digital proficiency - of course they can. This absorption in technology spawns certain character traits, which inform the Millennials’ social confidence. Broadly speaking, these seem to be interpreted as impatience or flightiness by older observers. These traits are simply a product of the times in which they born into – if things are available now, why More...
Donna Stevenson says:
In many cases, GenY is the product of a boomer household. Given that boomers' view of the workplace developed over time, as they put in the effort and the years to succeed, it should not be surprising that their offspring would feel the same and want to grow and develop, and yes, succeed. We pass along our values and beliefs to the next generation, always encouraging them to do better than we did, so not surprising their view of the workplace is different from ours. Also, many of my colleagues (when I started out in business and since) have looked More...
mary holmes says:
The article confirms that in many ways Gen Y similar (not different) to previous generations. And yet, other research confirms the view that Gen Y looking for different things in workplace and learning is important - if practical and meaningful. By drawing on strengths and adopting such techniques as action learning, Gen Y (and many other employees) will be highly motivated and thus contribute to peak performance. In this case, surely retention is only one part of the picture.
Clare Forrest says:
Nothing here suggests that this is new - nor does there seem to be anything that shows it is a genuine generational shift, especially as there is no comparable research which goes back through the generations. It's disingenuous at best, and hype at worst.
Paul Kearns says:
It's good to see fresh initiatives aiming to raising professional standards but what the HR profession needs more than anything else is evidence that its practices (and qualifications) add value. At the Institute of HR Maturity our standards are evidence-based and judged against our ultimate criterion of societal value.
Donna Morton says:
Retirement should be something that the individual chooses to do when the time is right for them. As long as they are still willing and able to do the job they are paid to do. However with a forever increasing older workforce may this be one of the reasons why youth unemployment is so high. No one should be discriminated but unless we create more new jobs and control the length of time people work for we run the the very high risk that a generation will never get on the working ladder.
Young talent, veteran talent, seasoned talent. However you want to qualify it, it must be PRODUCTIVE talent. I contend that most that stay beyond retirement age do so because they are not financially ready to go. They don't necessarily want to be there.
Arild Kjuus says:
I am an educational psychologist, with additional degrees in English and Psychology, age 68, but still working as a business consultant and entrepreneur. I have spent the last ten years developing a concept based on handling a changing business environment, with proven methodology and an IT tool that supports dynamic interaction. It is described in a new book in Norwegian. It is driven from inside – by HR and other staff as supportive agents. It is an alternativeaspproach giving HR another strategic role - helping organizations handling the unpredictable and dynamic changes of our time. I would like to get More...
Martin Cook says:
Stephen, thank you for your comment. What you say is confirmed by the research - that there are definitely 'two divisions' when it comes to change management. On the one hand there are practices that are more visible, rational and subject to control, and on the other the more personal, experiential and less amenable to control. We found that the former is given greater importance but believe will yield less and less in times to come.
Steve Lake says:
Well said. Key to retaining and achieving top performance is to create a sustainable environment
Steven Phillips says:
I feel that the critical point in this finding is in the idea that FIRST there needs to be true 'clarity' and that the clarity is then actually communicated. Most change efforts fail to achieve their objectives because 'detail' and 'volume' (volume in the two senses of 'loud and lots') are thought to be clarity. In fact they are the opposite of clarity. And the word 'communicated' is often interpreted as meaning 'sent to'. All the work on change, that we find to be successful, involves all managers of people in an organisation being enabled to develop crystal clarity on More...
Jon Ingham Strategic HCM says:
There's a lot in here, most of which I agree with. Two things stand out though - one of which is that measurement and analytics should never be seen as a holy grail (or the equivalent in your culture) - partly because we never will be able to measure the impact of people in an objective way and also because what we do differently is always going to be more impactful than the data which informs this. Personally, I think a lot of HR's wariness of big data is a good thing. Then secondly, that although I do largely agree More...
Paul Strickland says:
Unfortunately it is reckoned that HR is five years behind with Analytics so it is hardly likely to get its head round how important this is. The blame can be put squarely on how HR professionals are taught their subject. NO University or CIPD course covers the subject in any great detail. All that is taught is a brief look at Profit & Loss, Blance sheets in Finance and regression/correlation or absorption costing if your lucky. HR Professionals in the main are totally in the dark when it comes to the many Analytical techniques. Unfortunately what will happen is HR More...
Sheelagh Grime says:
There is nothing wrong with the philosophy of the 'model' - however perhaps a number of guiding principles are better than providing what became the 'ultimate model'. Too many companies implemented the model with no understanding of outcomes, or thought behind how it should work in their business. As is often said - dont shoot the messenger... however maybe caution the messenger about the delivery dogma?
Arvind Hickman says:
Thank you all for your feedback. I appreciate this is a sensitive subject and respect everyone's right to protest against these terrible laws. The basis of my argument is that we shouldn't confuse the laws of Brunei with a hotel that is run independently in the US and Europe. I don't feel it is OK to punish staff in the name of a wider cause - two wrongs never make a right, and the staff have nothing to do with Brunei's laws. DC profits are re-invested back into the hotels and are not planned to go to Brunei for many More...
Sheelagh Grime says:
Appears to be a concensus that whatever the cause - HR is needed but not as its presented. We could say business needs to accept HR and recognise its value, but in reality business is focused on results/ adding value and in mnay cases HR is not proactive in showing how they add value. Yes it is about the expertise and confidence of those in HR to step up, identify the problem and offer a solution. When HR gets more proactive, and delivers bottom line reults, that can be measured, then if will be valued. However I fear HR is More...
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