Michael Hall says:
While VyT has to be applauded for trying to put people at the heart of strategic management, there is great moral and economic danger in reducing people to the level of plant and equipment. The fact is that business is carried out by people; people have their own unique perspectives and experiences, and are automatically deserving of recognition as something special. Without people there is no business - not now, not in the future. On that basis, the financial value of staff to a business is 100% of that business's current and future earnings.
Nicola Menage says:
An informative article packed with useful statistics.Please define exactly what you mean by well being.
Josh Russell says:
I think solely focusing on whether an employer says 'thank you' or not is a rather shallow way of looking at valuing employees. I've worked loads of places people have thanked me for doing work: only a handful of those places did I feel truly valued. Often thanking an employee is a shortcut that avoids actually fostering an environment which truly values and makes use of their efforts. Saying thank you because you feel obligated is literally the very least an employer can do but this doesn't make it sufficient. Ultimately, a bit of extra cash or casually throwing a More...
terri brown says:
These figures do show a rise in reports, however the figures are still low but that does not surprise me. As a mental health trainer to the corporate world I see far to often how mental health and emotional well being is ignored, as if not talking about it will make it disappear. Most of the big companies I work with call me in after a mental health incident in the work force, usually one that will cost them money or bad publicity. There needs to be far more pro active work carried out and then maybe these figures would More...
Edward Houghton says:
I'd emphasise that Valuing your Talent holds at its heart the key objective of improving how we (business & society) value and invest in building the skills and knowledge of people. We're keen to uncover the business value derived from better people management and development practices (without the business case, businesses won't invest), and in running this initiative we've always had 3 key aims: 1. Understand how people management drives value creation. 2. Define basic people measures and promote consistent use of them. 3. Provide a broad organising framework to illustrate core human capital measurement concepts. There are many passionate More...
Paul Kearns says:
The 'Hesketh' framework shown here suffers from a very obvious and yet fundamental flaw - it does not define value. The IHRM framework has a single, over-arching goal of societal value from people and defines it very clearly. http://www.hrmaturity.com/a-simple-introduction-to-the-maturity-scale/maturity-value-a-stakeholder-perspective/
stuart woollard says:
Jon, I agree with many of your issues with VyT. I guess your comparison of it with your own work (on RSA premiums) suggests why you think it has 'potential'? You may be right. However, in terms of Maturity & VyT, the latter has become narrowly focused around metrics/analytics, whereas IHRM's approach/framework is a much bolder and broader aspiration for organisations and HR, and is not comparable. The balance sheet objective of VyT is thankfully no longer, but by focusing just on 'metrics' VyT has missed the opportunity it created for itself in terms of being a paradigm challenging project. More...
Jon Ingham, Strategic HCM says:
I agree the framework was communicated badly (Peter Cheese and Anthony Hesketh launching it at last year's CIPD conference as an initiative to put people on the balance sheet) but I do believe stakeholders' reactions to it (including mine) are based on broader and very valid concerns as well. Having said that, the framework definitely provides potential (much more so than IHRM's in my opinion) and I'd encourage readers to participate on the development at https://rsapremiums.crowdicity.com
Paul Kearns says:
IHRM was appointed as an adviser on this project http://www.hrmaturity.com/uk-cipd-agree-ihrm-collaboration/ and we offered our own framework - the Maturity Scale - whose history of development goes back over 20 years - on an open source basis. Instead the CIPD went with a framework that has no history or clear provenance. The only thing we all agree on is that having a rigorous and robust framework is an absolute must. If the present offering does not generate more active interest from the HR community it has no future.
Brighton Muluswela says:
Well done !
So Jobcentre coaches will have "discretion whether a role is suitable". Having been unfortunate to have experienced said people, all be it briefly, despite being a post-graduate hold a degree with honours and a Masters degree and having 10 years experience in industry at that time, a so-called "coach" tried to push me into working for McDonalds for no wage (the training would benefit me apparently). Let me tell you, this is disgusting, slave labour for which this country should be deeply ashamed yet the apathy that took hold from a certain 'Lady' in the 1980's permeates through every pore More...
Alex Amissah says:
The article is quite insightful. Reflecting on a few experiences it appears Roger Connors and Tom Smith's book ' How did that Happen?- holding people accountable for results makes some wonderful observations. They note that holding someone accountable means to effectively form, communicate, align, and inspect the fulfilment of an expectation in the positive principled way that enables people to achieve results now and in the future. It appears that there has not been a strict adherence to navigating the steps from forming, communicating, aligning and inspecting in our bid to attain desired results. There seems to be some missteps More...
Richard Gibbs BI WORLDWIDE says:
Many years of research into behavioural economics teaches us that once you are confident your compensation plan (salary + commission) is competitive, the best way to drive employee engagement, teach new behaviours, acknowledge progress and reward for improvement is to look beyond cash and put in place emotionally engaging and self-selected rewards and targets to improve job satisfaction and productivity. Studies have been undertaken which prove that cash is perceived as cold, and comes without the satisfaction of memorable rewards (such as an indulgent designer item, high tech piece of equipment or an exotic trip to a luxury destination). These More...
Ben Simonton says:
What motivates us all are the simultaneous existence of autonomy, competence, and relatedness. This was proven by over 30 years of research by Edward Deci and Richard Ryan assisted by many others. Once I personally switched away from the command and control that naturally demotivates and disengages employees, I was able to create highly motivated employees who were over 300% more productive and loved to come to work. So you are right Stephen. Besides, take a look at Alfie Kohn's book "Punished by Rewards" for a thorough analysis of rewards. Best regards, Ben Author "Leading People to be Highly Motivated More...
EDWARD WAY says:
The Greenpower Education Trust does provide exactly the "Sexed up" view of Engineering to over 9000 school children and over 600 schools in the UK. It provides a perfect platform for both theoretical and practical skills and is supported by several UK engineering companies . More UK companies should support this excellent initiative see about them on www.greenpower.co.uk. Edward Way. Chairman. Fordingbridge plc
Carol H Scott says:
In certain industries zero hours work well the caveat being that there is no exclusivity clause. These can work very well in the outside events and catering world and - properly managed - could get those who are looking for real work the opportunity to get back in the market. Sadly the Job Centre and associated 'partners' are not the right vehicle to deliver, either the jobs or the universal credit system correctly, so a cynic might venture the whole exercise is pretty well doomed before it starts.
roland sullivan says:
http://is.gd/gWnICg Just one view about 10 essentials for dealing with constant change in HR.
Roland Sullivan says:
Here is an article that has the 10 essentials for effective change. A side note is simply that HR can never lead whole system change. The reason being is that the change agent needs to be neutral. HR is never seen as neutral. They are seen as selling something like culture or human values. The change function most likely will be part of the HR unit but it needs to have its own identity. And something very important: When HR tries to change the culture by directly focusing on the culture and I will guarantee you that it will fail. More...
Tom Toher says:
How a failed TV presenter is qualified to make decisions about a key business decision such as hiring staff, I do not know. Surely no employer, zero hour contract or not, wants people forced North Korean style to take jobs with them. Don't they want motivated employees who are there because they want to be? I thought these people were supposed to understand business and its needs. The cynic in me knows that this is just another way of massaging the unemployment figures and to further stigmatise the poor, by an out of touch administration more concerned with winning an More...
Charles Dickens says:
This latest legislation will not improve employee/employer relationships. The HR community should be striving to eradicate Zero hours contracts from the UK workplace in order to foster better working relationships with employees (new or existing).
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