Catherine Mackay says:
Spot on last post:signs/symptomatology can include cognitive impairment=confusion/sudden mood changes/unusual irritability/aggression/abnormal fluctuations in concentration/energy;impaired job performance;poor time-keeping;increased short-term sickness absence;deteriorating relationships with colleagues/customers/management;dishonesty and theft (arising from the need to maintain an expensive habit)and so on. Management early intervention with appropriate tools can reduce risks to both employee population and business. (All the signs shown above may be caused by other factors, such as stress, and should be regarded only as indications that an employee may be misusing drugs.) HSE website.
Target Training Associates says:
Thanks for a great post Mike. We often find that talented managers end up being selected to provide ad-hoc and / or formal training for their teams. Unfortunately with no actual training in delivering that training these managers do not make as big an impact as they can, and results fall short of expectations. Confident managers can actually wilt when asked to perform training, because they have not been adequately prepared for it. As you point out, the antidote for this is a "Train The Trainer" course. We have written a handy buyers guide to selecting a Train The Trainer More...
Lucy standing says:
In 1997 the average number of jobs someone dud by the time they reached the age of 38 was between 4-5. As of 2012 it was between 13-14. (Us dept labour stats). In a world of free information, easier access to learning, free job boards, websites that suggest new employers to you - the talented know what they want to get where they want to go. They move to get the expertise they need. HR no longer manage - they should be focusing on providing solutions to facilitate what people want. I predict more focus on career development programmes which More...
Peter Marno says:
The biggest challenge not addressed in this article is the identification of those with a 'problem'. No one picks up a glass and says "I want to become an alcoholic" nor does anyone believe they will become addicted to drugs if they take them recreationally. Those who become addicted tend to deny that they have a problem and manipulate all and sundry into thinking that the problem lies elsewhere. Critical to managing this large and undoubted problem is to have appropriate 'tools' to identify and manage a situation as and when it arises. Leaving it will never solve the problem More...
Cliff Bloomfield says:
Hands on training for aspiring nurses seems logical and by extension a similar, possibly shorter, programme for managers. How can one manage any business without a real understanding of how the business operates.
Sheila Hirst says:
At the moment the rhetoric is admirable, but only when staff get a chance to discuss with their managers what the values actually mean to them and the challenges and conflicts they may have in putting them into practice - and until the managers listen and support them in doing something about the challenges - nothing will actually change.
Angela O'Connor says:
If HR teams in the NHS want to be sure that they are not in the same position as Staffordshire they will need to ensure that front line delivery of services really work. When was the last time HR staff were on a night shift measuring how long it takes for night staff to respond to vulnerable patients. Only when HR check the quality of delivery where it really counts can they be sure they are adding value.
Tony Nelson says:
The NHS culture will not change without an injection of new thinking - recruiting talented leaders from outside the NHS and Civil Service pools it always uses. It has an inward -looking focus as an organisation with home-grown managers skilled in navigating continual re-organisations. Doing the same old things with the same old people will produce the same old results.
It all depends on the manager and their ability to undertake the appraisal. I have not had one for years and in 2011 when the date was set, my work and preparation was done - it was cancelled! How do you deal with that! Appraisals can work both ways if you do your research and prepare. Bring it on.
Anna May says:
Being protected as a lone worker is so important, and us as http://www.lookoutcall.co.uk/ agree that procedures should be put in place to help encourage things to be safer when working alone.
Jeff Crisp says:
One of the key factors that leads to staff dissatisfaction is lack of recognition in the workplace. Employers are often guilty of thinking staff should be happy to have a job and fail to recognise the costs of losing unhappy staff. And recognition can start with just a 'well done' for job well done. There are numerous inexpensive ways to achieve this and you can read them in our free publication on "Staff Motivation on a Budget" from http://and-the-winner-is.co.uk/free_guides/
George Farrow says:
Employers do need to think about how they react to the changes in provision. But then they need to go one step further and take action. From Autumn 2015, employers will no longer make savings from secondary National Insurance (NI) contributions in respect of the new scheme. Secondary NI savings on the existing scheme will dwindle with staff turnover etc. So those employers, particularly in the public sector, that rely on Childcare Vouchers as a tool to (a) help employees ameliorate childcare costs and (b) facilitate cost neutrality in benefits provision, need to do two things. Firstly, make a CCV More...
claire genkai says:
i really wanted to endorse this kind of learning and reflection on an unthinking drive for growth that brings with it a set of behaviours and mindsets that actually squash originator energy and creativity and challenge. in our business we think of this as the inner and the outer 'establishment'. i think the toad is a great image for the establishment. it is time we woke up to the fact that businesses do not have to grow into a formula and that people leading them do not have default to what a so called mature organisation ought to do at More...
Julie Kinsella says:
It's true indeed that engaged staff perform better. My company PLAY brings fun and games into the workplace. Weekly PLAY sessions result in a motivated, focused, creative and stress-free workforce. www.play-workshops.com
Matthew Parsons says:
Please contact us at firstname.lastname@example.org if you are interested in finding out more about our events.
Helen Mennhenett says:
It seems to me that appraisals are all too often applied in a narrow and inflexible way. Some managers appear to think that if they have an appraisal system then they are managing performance, they don't seem to grasp the importance of positive relationships between individuals and their managers.
David Wilson says:
I also attended both these sessions and we've seen increasing focus on this too from our our research. (By the way, here are my mindmap notes from Jeremy's session - http://delivr.com/2zmjh). Ultimately it confirms what we already know - our employees impact the performance, potential and therefore the value of our companies. This shouldn't be a surprise. The issue is how this can be objectively measured and reported. Measures of "Human Capital" as well as analysis of people performance and capability are viewed by investors as soft (subjective) measures, but this is changing. What is also changing is the potential More...
Lucy Gregory, HR Manager, AAT says:
AAT implemented an apprenticeship programme in 2010 as a way to give back to the local community and to explore growing our own talent from school leaver age. Our approach involved moving the apprentices around different teams within our organisation so that they could get a feel for different aspects of the business. They worked within each team (IT, marketing, finance, business development etc) for a period of two weeks before being placed within a team permanently. This approach meant that senior management and all staff could witness the positive impact our apprentices were having, and would therefore be more More...
Roger Preece says:
Great article by Chris Welford on the challenges of fear used as a management tool in the work place. I think his analysis is excellent. I wonder if sometimes Fear can be useful as a motivator. This isn't the fear that is imposed from an insecure manager, but the fear of doing a poor job, the fear of not achieving the results that you hoped for, the fear of not meeting a deadline. Yerkes and Dodson's classic model of arousal and performance could be considered in the context of fear. A certain amount of stress/fear/arousal can lead to increased performance More...
Keith Appleyard says:
Whilst its good news for many, it also means the Chancellor has to break this fixation with Tax Credits - they're no use to over 60% of my lowest paid employees outside of the 'system'.
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