Rob Serjeant says:
Many thanks for this article Ann, which provides rare balance on the subject of zero-hours contracts. Whilst it may be desirable for most employees to have more security of hours, many people prefer the flexibility of zero-hours contracts. Indeed, the flexibility is two ways. The trick for employers is to know your people's needs and my experience is that zero-hours contracts work best when there is no obligation on people to be available on-call. Operating a pool of staff on such contracts works well, allowing everyone to benefit from flexibility
Lee R J Middlehurst says:
Interesting article but it seems to suggest certain deficiencies in referring to LGBT identities but then only discussing gay identities. Contact me and we should have a productive discussion regarding transgender matters and related areas of EDI issues. :-)
Alan Brewer says:
I found the final statement to be especially compelling: "If you want your talent to really thrive you need to put them in a place where the conversation happens." Conversation implies both listening and speaking. Traditional or top-down organizations struggle with this concept as they tend to "tell" more than "ask", leading to a follow-the-orders mentality. In order to drive learning and engagement, these experiences must be crafted carefully so as to maximize their impact to the organization.
Peter Copping says:
The assumption is that these '0'hours contacts are contracts of employment. But are they? Can they be construed as contracts for services?
John Ludike says:
Very true particulary context and culture in emerging markets do matter hugely and presents itself rather differently however academicly versus pragmaticly in real world of work much of research done by majority of armchair academics does not resonate or make difference. That said Fons Trompenaars work has had huge impact on our footprint accross 23 countries in Africa, Middle East and Asia.
Matt Gascoigne says:
I found this article really interesting because for me, it demonstrates the clash between some very established recruitment “best” practices and the demands on organisations (and their talent pools) in the modern economic climate. There are undoubtedly industries where a specific qualification gained at a “red-brick” university or through a top tier practice is a firm marker for future success – however in my experience these industries are becoming the exception not the norm. To be successful in today’s world potential candidates need to be able to demonstrate a broad suite of capabilities that complement a theoretical understanding of a More...
Morten Kamp Andersen says:
Hi Nice and concise overview of the major people risks which HR must do something about. Thanks. I am not sure all should be dealt with by HR - such as supply chain and insurance. Really appreciate your article. Best Morten Kamp Andersen
David H. Meagher says:
A university degree does not teach wisdom, emotional maturity, or even common sense (and remember that Voltaire said that “the problem with common sense is that it is not very common! Apologies for mashing his quote ;) ..... In some instances all a degree will show is that the person had enough self control to study; or even some of the brightest don’t yet cope with the stress of exams and fall over at this hurdle? In my opinion smart employers will list in an employment add “x qualification or (something like) equivalent on the job training.” What about the More...
David H. Meagher says:
It would have been helpful, in my opinion, to list some of the skills that are supposedly lacking. As a practising philanthropist, if I knew the gaps I could steer local youth towards study to plug the holes, and at the same time, increase their chances of actually finding a job! Proficient skilled leadership is certainly lacking, especially if this article is read in conjunction with the HR Magazine article “Exclusive: 93% of employees would strongly consider leaving their employer due to a culture of fear”!
Trisha Proud says:
A really refreshing read….. All the points are excellent. In particular it was good to read about the value of succession planning, and also the importance protecting intellectual property rights. As a trainer and business mentor both of these things are important in my world……..both for the people that I mentor in terms of succession planning and of course in relation to intellectual property rights in respect of the training materials that I use and share with clients. Trisha Proud Partners in Solutions Ltd www.pins.uk.com
Trisha Proud says:
A really interesting report by Harvey Nash, who I have had dealings with in the past; sadly we still have “limiting assumptions" about women in the workplace. Men often don’t like the fact that many women won’t ‘play the politics’, and are often very outspoken with their views and opinions, which makes their male colleagues feel uncomfortable. They see this female desire to get straight to the point as being “aggressive”; whereas when men adopt this style they are seen as being “assertive”. Put simply in a Boardroom situation Board Members challenge each other; that is their role and duty More...
I just wanted to point out that while your organization's initiative may be well-designed and great experience, it still excludes any young person who can't afford to work for free. Maybe you ought to pursue funding to pay for the position, or partner with a college to create a co-op program (not sure if these exist in the UK).
Peter Marno says:
This article is correct - in my area of corporate health management too few employers have sickness absence data that is useful in making good management decisions. When they do have good decision-making data the subsequent decisions are often left far too long and the ability to minimise the downsides and maximise efficiency and productivity is lost. Typical sickness absence data will show that the highest incidence is in the short term category but the greatest number of days taken comes from a small incidence of longer term absentees and it is this latter group where beneficial savings and efficiencies More...
Jon Ingham, Strategic HCM says:
Collecting the right data of course depends on having a good understanding of the right questions which requires a strategic approach to HR management and measurement. It's why I recommend using a strategy map and scorecard as the basis for HR analytics: http://www.slideshare.net/joningham/the-hr-scorecard
Jonathan Brook says:
Link to the report can be found here - http://www.learndirect.com/business/news-events/research-reports/nurturing-talent/
Hilary Cowell says:
This article resonated very much with me because I think many organisations are still managing in the way they have always done despite the massive changes in our workplaces and presenteeism is an example of this. As the report highlights as well as building awareness we need to adopt 'a more enlightened approach to managing' which will benefit both genders, improve productivity and lead to lasting changes in organisational culture.
Fiona Hotston Moore says:
A useful survey. It is good to see that unconscious bias is acknowledged but how do we address both conscious and unconscious bias. It is often one of two individuals who can indluence the culture adversely for women in an organisation
Maureen Scholefield says:
There is a danger that good initiatives will have to cease. For example I chair the Haywards Heath & District Business Association (HHDBA). This is run entirely by volunteers. We started a small intern scheme - there is a week's induction then the interns are placed in a member's business for a month. They are expected to spend 50% of their time promoting the HHDBA and 50% of their time learning about their placement's business. Each intern is placed in 3 different businesses and is encouraged to network with the members. We have provided support in terms of CV writing More...
Carol H Scott says:
So The PwC NextGen survey reveals Generation Y are more likely to stay in a job if they feel supported and appreciated, are part of a cohesive team and have greater flexibility over where and how much they work. 'And so say all of us' comes the cry of every employee, manager and business owner. So business has now got to change to suit GenY, rather than GenY fit in with the needs of business and industry? I am no fan of the long hours culture and presenteeism has no place in any business. We read many of these GenX More...
Jon Ingham, Strategic HCM says:
I agree values are essential to OD but this alignment Fabiola refers to needs to be more than hoped for. It's the deep routed, mystical / religious personal / professional values based approach that's held OD in check for so long. And OD is too important for this. OD needs to work on the organisational values or it can do more harm than good. OD practitioners need to ensure (not just hope) their values are aligned with the organisation - either by reflecting on their own values, or contributing to updating the organisations. Without this alignment they can't practice successfully. More...
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