I agree that we need to challenge unacceptable behaviour in the workplace more. In my experience though, even with indicators, behaviours, values, etc being used alongside Performance Management objectives, there has not been a shift. The individuals involved in rating are still either too scared to challenge or blind to the individual's behaviour. They don't want to see it. Nine times out of ten they hired this person after all. Individuals that are the most difficult to address are those that adapt, one way for dealing with their manager and seniors; another for everyone else. For me, it starts with More...
allan carstensen says:
Incentives are not necessarily money, incentives are also: Showing that management cycles, positive communication about cycling in internal media, making a deal so that the local bike shop will come to the workplace and service you bike while you work (at you own expense of cause), making the summer outing a cycling event, setting up a deal so you employees can buy bikes and cycling gear at favorable prices. None of the above need cost companies anything other than a bit of effort from the HR group. It’s not a few extra bucks that’ll make more people choose to cycle More...
José Santiago says:
The. Real issue here is that there should be clear consultation and open dialogue to reach a plan that works and informs all people. The real issue is how will the people affected be treated and compensated? That to me is the issue, the question of the days is really up to the organization being able to manage it right. Compensation is the issue, protection of earnings, work load post redundancy, transfer of knowhow and knowledge, these pose serious potential losses for the business. But the loss of people also means potential loss of both skills and knowledge for those More...
Rupert Wolfe Murray says:
Because the NHS rarely refers addicts into residential rehab (GPs have to send them to "community" out-patient programmes, most of which are grossly over stretched) there is a chronic shortage of inpatient addiction treatment centres in UK, and over a third have closed in recent years. As a result there is a real shortage of addiction experts in UK. Few GPs and occupational health medics have training in addiction, so getting help is easier said than done. I work for a Scottish rehab clinic (Castle Craig) and have seen our sector wither away. Fortunately we get a lot of international More...
Tasha Lester says:
This is definitely surprising. There is an immediate need to train and develop individuals in order for these organizations to thrive. Perhaps in addition to training, there needs to be systems put in place such as incorporating Human Resource Development practices to alleviate performance gaps and skill deficiencies. The UK has always been a leader in organizational development and performance management. Regardless of competition, it is imperative to take care of home. Moving a business across country isn't the answer. I would love to assist in any way. Tasha Tasha Lester Consulting, Inc. www.tashalester.com
Roger Davies says:
Thanks for sharing this EAT. There is plenty of talk about employee engagement, but you've taken some fine ingredients and made one great meal.
Dov Shlomowitz says:
Apart from the candidate not being able to give well-rehearsed answers, wouldn't either approach arrive at more or less the same conclusions? A deductive approach (competencies) will ultimately reveal the candidate's key competencies, which is broadly similar to an inductive approach meant to tease out the candidate's strengths. Unless one happens to think that key competencies and key strengths are vastly different constructs.
Rob Serjeant says:
It's a sign of the times I guess, that our problems now tend to be measured in billions. However, I think this should be millions i.e approx £5 per head of population not £5,000
Linda Denny says:
Could not agree more with this approach Matt. Also huge fan of IGD. Did some work with helping unemployed grads and the IGD last autumn.
Marcus Body says:
I see a lot of employee survey results where people have been asked on a 5 point Likert scale of the "Strongly disagree-strongly agree" type, but then the answers are consolidated into a simple binary format (Agreed to some extent or didn't). Firstly, this is rude to respondents. Secondly, it's really dim, as you lose a lot of information. It tends to encourage the report recipients to divide staff into the "good" (those who agreed) and the thought criminals who didn't. Or in the current vogue "engaged" and "disengaged". Actually, they couldn't be more wrong. Someone who is strongly disagreeing More...
Peter Marno says:
This is a good article and sets out the position well although concentrating, inevitably, on safety-critical, areas. The affects of alcohol and drugs do impinge ALL areas of employment and the last paragraph of the article is a very good summation. However employers should not become diagnosticians but know where and how to seek professional help when such performance-related situations arise.
Sabine Pitcher says:
It sounds nice - getting people to understand why change is good for them. I wouldn't disagree in principle. But linking it to the current changes - which, basically, is mass redundancy - is inappropriate. Redundancy is never good for those affected. Long-term, and in retrospect, they might find themselves in a situation they enjoy again. But if ones career choice is a life in the Forces, then there is no substitute. And from listening to some of those affected - they don't feel that the process is handled in a particulary examplary way.
Dallas Trainer says:
It's important to have metrics for a / employee engagement surveys /a , but it's equally important that these are business-relevant -- and are measured over a significant period of time. The number of respondents to the engagement is an indication of how well the survey was planned, written and implemented; but this is 'inside baseball' and doesn't pertain to real world organizational success. And one of the main benefits of these surveys is seeing how employee engagement improves over time, following changes implemented by management as a result of the survey(s).
Eric Cuthbert says:
Don't agree with Boris on this, there are 1,000s of hard working people working from home making a good living and who help reduce the carbon footprint I think it’s one of those times when the month wasn't connected to the brain visit my web site www.telecomchild.co.uk to find out how home workers can help UK children in 2013
Ashish Abhay Potdar says:
What do we do when we hear slightest of the noise in our car we drive? We consider it as a symptom of some larger issue and get it fixed or ateast understand the rootcause. Why do we being so sensitive towards that noise? Simply for the fear of a larger damage in long run. Personally, I think noise in the employee’s mind is nothing but what they feel and act. Ignorance of that can definitely echo in various metrics that we see starting from customer satisfaction to retention. Its too costly to ignore such human physic noise. We need More...
H Sankaradhas says:
There can be a day every week fixed for the employees to meet the appointed person to convey his/her views. Another way of communication is placing suggestion boxes at some places to enable employees to put their suggestions. However, the most important aspect is patient listening/giving importance to voices of the employees. If there is no mode of communication, then there may be problems. All are human beings and God created every one with a purpose.
As noted in the article and comments, providing safe bicycle parking and showers ARE incentives. There are countless people that would be open to bicycle commuting if they felt like they could get cleaned up after their ride (if it is long enough to get sweaty). You'd probably get a few people jogging to work as well.
John Sylvester says:
McDonald’s HRD Jez Langhorn’s observation that young entrants boost retention rates bears truth when offered good training and progression opportunities. However, if a company is ill equipped to offer such opportunities then the reverse effect is likely, with an increased chance that young employees will exit after a short period of time. In addition, with the employment market more competitive than ever, employers are able to select from the crème de la crème of talent. The challenge faced by employers today is having the ability and expertise to identify those graduates with the highest potential, even if they aren’t yet More...
Matt Jackson says:
The biggest problem with the management of mental health issues in the workplace is due to the lack of understanding of it. People are scared of mental health because it affects people in different ways and they can't 'see' it. Unlike a broken leg or arm, a broken head takes longer to heal, but similarly mechanisms need to be put in place to enable the sufferer to return to work effectively. Often a sufferer will return to work and be expected to carry on as they were before. This is because many managers do not understand the illness. The only More...
DAVID PAZIR says:
I read this article with great interest after searching for the Staffordshire or central England regional manager. The reason I was searching was because my daughter and her partner had both recently worked for HMV and identified a few key issues which I need to discuss that I'm certain you'd both be keen to hear. merry Christmas
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