Ronald Cowley MD, PhD says:
Just as in Medicine, the best Doctors are not often the best academicians in Math and Science; often a more "Right Brain" Music Major, or gifted musician is a more caring and empathetic physician. Too many "surgeon mentality" types can spoil the practice entirely. There is a definite type paradigm between Physicians and Surgeons. Administrators then fling in the business ethics of corporate America with its national political trappings, and the recipe seems to often cook up disaster, or at least inefficiency and the possibility of corruption or graft.
This is pro-management excuses for weak managers, who fail to manage their staff and allow bullying behaviour to arise. The commentary in this article is a typical HR defence for the unacceptable behaviour of others in the workplace. Such typically inert HR's dismiss ALL claims of bullying and harassment as mere "perceptions", which shows exactly how much importance they put on the whole issue as they try to duck responsibility for Duty of Care and a host or related issues. The irony is that HR is often failing to protect those who complain of bullying and harassment and immediately align More...
Penelope Tobin says:
You make an important point, and one that is yet to be widely taken on board. Character not only determines our own destiny, but also the destiny of those around us...which can be a great many if we're in a position of power. If we go on choosing leaders based on the criteria of the culture of personality then we'll continue getting the havoc that immature leaders wreak.
Worker at Sage says:
Looking back at this interview and seeing the flag ship programs listed scrapped due to cost (I was lucky enough to go before) and the absolute lack of follow up on the programs, I can only conclude that my thoughts are 'nice try but no cigar'. HR did get a lot better (this praise is measured by where they were before) but still focused far too much on the glossy and not enough on the basic and consistent provisions of service and advice to their staff and managers. In the end she was another senior manager who after a few More...
Danny Kitchener says:
I speak to business leaders every day and you will be surprised how many are closed to new, innovative and even proven approaches, methods and ideas (yet on their web site they say "forward thinking" and "innovative"). The usual reason is "we are happy where we are" or "I am too busy". These are expensive excuses. Do they realize how much these excuses are costing their company? Would they have a job if their CEO new how much they are costing the organisation? "There is nothing more expensive than a closed mind."
Sarah Empson, B P Collins LLP says:
The recent publicity that has arisen from zero hours contracts would suggest that this type of contract is not working for everyone and in fact there are many more zero hour contracts in place than thought. However it is important to note that zero hour contracts can be effective. Many companies find that they fit in well with their culture and often employees receive a fixed pattern of work. However as the publicity suggests, many individuals feel that they are being held ‘hostage’ or feel vulnerable with this arrangement, with many employees afraid to turn down work in case they More...
Graham James says:
I agree wholeheartedly with Martin Alden; employers need to offer choice. We provide solutions that ensure employees have a broad choice of reward because we recognise that staff at different stages in their lives have different tastes and needs. With programmes such as the one mentioned in the story above, staff redeem their rewards through the website from a wide selection which enables them to make a personal choice to suit their lifestyle. Graham James, AYMTM
I believe having flexible working can help with lowering sickness. We all have emergencies and sometimes phoning in sick is a quick get out option for an employee to deal with it, but if we are able to arrange a couple of hours off work to sort the repair man this gives the employee another viable solution to a problem without pay impact.
Kathryn Colas says:
I'm talking about women and hormonal health, here. A much marginalised subject often swept under the carpet but a true cause of absenteeism through lack of knowledge, awareness and understanding. Poor workplace culture provides significant reasons for women not to declare true reasons for absenteeism and thus the subject continues to be ignored. With 80% of women experience disabling symptoms because they are over 40 is a prime reason, surely, for empowering women to deal with this problem enabling them to progress at work; improving productivity, self-esteem and the company bottom line.
Malek V. Al-sherif says:
With my understanding about Human Resources Management as well as an accumulated diversed understanding about organmizational culture and structure, everyone is one way of the other responsible for employee engagement, but the sole responsibility rest mainly on the HR and the CEO. I say so, because of their backgrounds and orientations which stimulate an effective sound judgement about employee engagement.
Keith Appleyard says:
I run a small Children's Charity in Brighton with 40 staff, many of them part-time. Some years ago I had parents complaining that members of staff were at work when they should be off sick, so running the risk of infecting their children. Upon investigation I found that staff couldn't afford to be off sick, or worse, couldn't afford to pay for the prescription from the doctor, so weren't even taking their medication. I introduced a scheme where all members of staff (including the 60% who didn't qualify for Statutory Sick Pay) would receive Sick Pay equal to 50% of More...
Beverley Milner Simonds says:
Another enjoyable read and links well to a train of thought I am having around culture change and creating organisational disatification as a force for change. By empowering and engaging with frontline and junior staff you can create the ground swell of desire for change and harness a vast number of ideas, suggestions and innovations from people at the sharp end.
Andrew Mayo says:
I am the first to acknowledge that absenteeism is a curse - but it is in management's hands. Its mostly a symptom of bad management; probably less than a quarter is actually due to physical inability to work. But I question the calculations that are made - PWC ought to know what they are doing, but I need convincing. There are only two costs of absenteeism - extra money "going out of the bank" (overtime or temporary staff) - and "the lost added value that would have been produced if people had been at work". In most cases that is More...
Paul Edmonds says:
There was one particular point that jumped out from the original article, whih read," Everyone at board level and the next tier down clearly bought into the need for change, but that the problem was with the workforce". Sadly the truth is that it is the complete opposite. Having worked all over the world I am delighted to tell you that the wonderful men and women who make up a "workforce" are generally the same the world over. Their aspirations and inspirations are similar, the conditions in general are not that different, but what differs between the successful business and More...
Lubna Latif says:
This article highlights the cost of being off work sick to industry and how by taking some pro-active steps, companies can save thousands. It is true that some pro-active companies are leading in the health and well being strategy and are implementing a positive working environment. When are the majority of businesses going to follow and realise that a nominal investment into their staff will ultimately provide a fantastic return on investment. http://atoneholistictherapy.co.uk
Carol H Scott says:
If this HR director had any business acumen at all she would never have signed off these 'lottery win' size payments. She would have had the needs of the business and its stakeholders and funders at heart. No, this person was happy to pay the croneys lots of money ... and the rationale for the enhanced pay off to someone who might have taken them to tribunal simply beggars belief. BBC HR is not fit for purpose and she should resign. However just like many others in another recent BBC scandal (which one, been so many?) she may well 'step More...
Great news for graduates seeking to join one of the 17,217 vacancies on graduate schemes with big name recruiters. With over 400,000 graduate job seekers from this year (and last) competition will always be tough but the jobs market doesn't end here. Think of the bigger picture, globally, and the horizons for graduate job seekers look completely different. GRB strongly advise graduates to research the jobs market thoroughly and then target their approach with carefully tailored CVs. Graduates need help and guidance and there are plenty of providers out there offering free services so use everything at your disposal to More...
It is now undisputed that having healthy staff in your organization leads to lower absenteeism, improved productivity, improved morale and increased retention. Good health in your business is good for business. All businesses seek to be in a “healthy state” so it stands to reason that if employees are in a good state of health that they will contribute to successful performance. Healthy employees ensure a company stays profitable. In today's competitive business environment, more than ever before, organisations need healthy and motivated employees in to compete successfully. Improving your staff’s health and well-being is therefore critical to looking after More...
Dene Stuart says:
There certainly are some people who use their holiday to try and validate their importance to the business, themselves and their families. There are others who like to wear their stress as a badge of honour, and then there are those who are genuinely worried that their absence, even on holiday, will undermine their job security. Whatever the reason it has to be regarded as a failure of leadership from the very top and a culture that does not understand the ingredients of a truly effective workplace.
J Smith says:
I am in my probationary period of my job. Ramadan started on Wednesday and I was dressed down in front of my muslim colleagues for having hot food on my desk. Our office premises are very small and there is no staff room. I was very loudly accused of being disrespectful, rude and basically ignorant by my Roman Catholic manager. I have been working for over 30 years in mainly inner city areas controlled by left wing Labour governments and understand diversity extremely well. I was therefore shocked to find myself in this situation. During this tirade from the manager More...
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