Alan Kennedy says:
Yes, Stan! H.R. is and always has been "strategic". We argue in our book, The Alpha Strategies, Understanding Strategy, Risk, and Values in Any Organization, that there are 8 strategies common to every organization regardless of size or whether they are for-profit, nonprofit, or public sector entities. Organization Management, the sourcing, allocation, and management of people in the firm is one of the eight! It was identified by Henri Fayol as such on page 1 of Chapter 1 of his book General and Industrial Management, arguably the first book written on the emerging discipline of strategy. For the record, we More...
As someone who is a long term resident of the UK with foreign citizenship I find the prospect of an annual review based solely on a limited number of documents a very daunting prospect. My "right to remain" is only noted in a stamp in an expired passport from the 1980s. I am not in a position to apply for UK citizenship because it means a huge expenditure and surrendering temporarily my passport at a time when it is required by me on a regular basis. Even to update my visa to a current passport would be a be a More...
Martin Alden, Wickes says:
Motivation schemes play a crucial role in getting the best from employees and encouraging employee recognition. Consider this - engaged employees are 87% less likely to leave the organisation than the disengaged. Offering rewards, particualry vouchers are an excellent way of driving take up and results within a motivation scheme. However, if you want quality out, then you must put quality in - motivation schemes and rewards should be well researched and tailored to the workforce. Businesses have all bases covered with a truly wide choice of reward options, a motivation scheme will then appeal to every single member of More...
Trisha Goring says:
If, "the Government is committed to taking illegal employment", why are they so opposed to illegal immigrants doing it?? I take it that Mr Hoban didn't read through this article before sending it for publication.
Jon Ingham, Strategic HCM says:
You've been doing a great job Sian - it's been great to see HR Magazine going from strength to strength (though it'd be great to see your staff commenting on comments on your articles from time to time!). And I do disagree with you on strategic HR. Aligning with the business isn't being strategic. People are now at the centre of business strategy and we need to lead this - and lead our businesses from this differentiated people perspective.
If we still had proper borders and policed them, we would not have this problem! Yet another 'service' that the government has closed to save itself money and passed the work onto business, which of course is free - to the government! Once upon a time, tax revenue paid for the services that the government provided. Now, one after another, those services are lumped onto the community and tax revenues are squandered on investigations (government won't make a decision until they have spent millions on investigations), consultations (how many consultants does the government employ?), creation of pointless ministries (stealth salary More...
Jon Ingham, Strategic HCM says:
To me it's another consequence of the damaging 'business person first HR person second' mentality ( http://www.cipd.co.uk/pm/peoplemanagement/b/weblog/archive/2013/01/29/lucy-adams-im-first-and-foremost-a-business-person-2010-01.aspx ). We need to maintain a differentiated perspective on the businesses we operate within and be 'a people professional focused on improving business performance'.
Shaun Dunphy says:
As someone who used to be a "younger worker" and is now an "older worker", (how did that happen?), I am intrigued by how we talk about retirement as if it were a binary switch. Fear of discussing retirement places it in the same context as death but I suggest it is not so final in nature. In truth, part of the ageing workforce would be interested in gradual disengagement via reducing hours, more flexibility and perhaps opportunities to mentor or coach younger members of the workforce. In that way, our minds continue to stay active, our contribution to our More...
Éva Riss MD says:
I fully agree with you, it's a hot topic,we should put on the table and talk about it openly. It'd be interesting to know what is behind the resistence of employers in employing baby-boomers.
Joe Zeinieh says:
I agree that a company has one brand - it's multifaceted though. I think the facets of it that are amplified are what will vary based upon the target audience and their perceptions and motivating factors.
Bill Kruse says:
I quote "In last year's pilot of the scheme, 98% of young participants said they felt more confident about applying for jobs, and 93% said they were more likely to consider a job in the food and grocery industry." yes, but how many got jobs? Why aren't we told? I can only assume this to be because, er, none of them did. I concule then this is just another scam to get free staff, to get people working for nothing. It's naked exploitation of vulnerable youngsters and should be abandoned immediately.
Julia Gometz says:
There shouldn't exist any branding that is apart from the branding of the company. Recruiting the right people who truly love the brand of the organization is what's key. I call that "Brandful Recruiting." HR is critical but should focus on bringing in people and developing people who can drive the success of the organization.
Andy Dobson says:
Whilst I can't disagree with the points in this article, I think it attempts to punch above its weight! So well run, collaborative, profit-making companies have effective HR departments which actively engage in the business. No surprise there!!
Martin Birt says:
I am not an academic. These conclusions are derived from a thirty year HR career in business preceded by ten years of army service. An employee's trust begins with the attention paid by the employer to SAFETY, ETHICS and BUSINESS CONTROLS. http://www.hraskme.com/primary-foundations-for-an-effective-and-long-term-employment-relationship/
With the above comments. I too had a spell standing in line. If this service is privatised it will be run for profit and get even worse. We are in a tick-box culture, no-one has to think - just recognise a learned phrase and tick it - job done. JCP is a depressing place to be and the people working there just want to get through the day and go home. Failing JCP are not the responsibility of private companies and there is no 'should help' about it. Surely private companies are in the business of running THEIR business not More...
Robert McNeil says:
This research seems to correlate nicely with Will Schutz's FIRO work, now known as "The Human Element." Trust is built through increasing self awareness, truth telling and personal choice. The behaviors are: Inclusion, Control, and Openness. Organizations that work to build self esteem build high levels of trust in the process. This leads to high performance and real sense of aliveness.
Job centres need to do the job that they were designed for - finding jobs for people! Ever tried using a job centre to find staff? They are riddled with inflexible practices that create so many barriers that one is pushed back to the private sector. One can sympathise with the person above who correctly identified them as box tickers for benefits.
Jill Miller says:
Really interesting to read your article. Indeed the scale and pace of change in the economy and world of work presents an urgent and critical need to ensure the ways we work, our workforces and workplace cultures are fit for today and drive performance and growth for the future. We are seeing organisations continuing to become more specialised, decentralised and networked in their operations. For example, a 2013 PWC survey found that significantly more state-backed CEOs (52%) expect to initiate a strategic alliance or joint venture over the next year, compared to 47% of private sector CEOs. As you say, More...
Julie A Brewster says:
I'm am HR professional who has unfortunately had 2 spells of unemployment recently. I was shocked at the lack of support provided by the job centre. Its a tick box exercise to get your benefits - not supportive or encouraging to get you back into work. Its a depressing place - I feel for those who are stuck there and don't know how to escape. The staff are clearly demoralised, maybe through the cuts, i don't know. Unless some drastic changes happen soon then Britain will not return to work.
Wilson Wong says:
Perceptions of difference between private and public also reflect the damaging narrative played by the government that private sector providers are more efficient, productive etc. My research career has spanned private (including financial services), public and third sectors and the practice of HR often (not always) reflects the organisation’s raison d’être. In the private sector all roads lead to the bottom line and that level of focus is exhilarating. HR facilitates the movement and reward of talent and human capital. In the public sector, in the main, what I found interesting was the complexity of the stakeholder map and how More...
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