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Professor warns of ‘HR fragmentation’


HR was and is a support service. It can't be a line function except if it is a consultancy or recruitment firm. In manufacturing or hospitality industries, HR is there to support lines by acquiring, retaining, managing performance, training & development, motivating, creating passion, finding strength in talent. Another business job of HR is creating a congenial industrial relations to smoother again the line function. HR is a cost center. To make it a profit center, innovative and out of the box thinking is required for the HR leader. HR as a function can never be avoided because as time More...

Lucy Adams: ‘appraisals don’t work’

Graeme Etheridge says:

I would be interested to know whether Lucy Adams has just had a sudden flash of inspiration/insight, or when she was the BBC's HR Director did she do anything to address the issue in the BBC, and if so what was the result? and how was it recieved?

Lucy Adams: ‘appraisals don’t work’

Ian Butcher says:

I think there is a big difference between Appraisal, Annual Review and Assessment. Those that I have come accross that Lead really well recognise that Appraisal is not a once a year activity but an Ongoing and Informal process which enables individuals to improve,develop and be fully engaged. If good leaders have these conversations continuously throughout the year the "Annual" bit is so much easier. After all the football coach does that throughout the game, during training etc - they do not wait until the Transfer Window to tell someone they have not measured up. It is easy to blame More...

Lucy Adams: ‘appraisals don’t work’

Steven Phillips says:

Lucy's comments are very welcome to those of us in OD consulting who help organisations come to terms with the idea that Best Practice often isn't such a good idea after all! Appraisals, like many other examples of HR orthodoxy, are a way of institutionalising managers NOT doing their job on a day-to-day basis. I have heard it described instead as Planned Infrequency. Instead of many things, like feedback and development and engagement, being a managers day-to-day job, the orthodoxy is to make them systems, programmes and processes instead. And then to excuse that by saying it is "... a More...

Will France's 'right of disconnecting' actually work?

Tolomei says:

The French "right of disconnecting" is a hoax. There is no such rule or project of new regulation in France... There is only a non binding recommandation in the tech industry. It already exist in many companies in Europe and US.

Gaps between strategy and operational delivery are risky business

Leigh Goggins says:

Excellent article by Jabbar, highlighting the affect and impact the project has at 'grass level', considerations that are sometimes overlooked.

UK near bottom of employee engagement ranking

Alan King says:

In my role with ADP I meet with HR Managers almost every day and recent research shows they spend 75% of their time on administrative tasks, sometimes more. This gets in the way of a more strategic focus on things like Appraisals, Training & Development, Succession Planning etc. Only once a company has an inward focus on what is actually going on will they be in a position to make any changes that will have a positive outcome on Engagagement and also the bottom line. Finance Directos should be are that Employee Engagement can lead to higher profitability by as More...

Dave Ulrich: 'Standards should start with stakeholders'

RBoddington says:

HR often becomes engrossed in tactical activity and processes, rather than clearly linking to the organisation’s strategic objectives. HR can provide a valuable service but may not be providing an effective service (to achieve ‘value-for money’, an activity should be effective, efficient and economic), as HR often directs its efforts and resources to the ‘here and now’, current needs, and transactional rather than strategic effectiveness. Given the above premise, HR KPIs / measures are often activity-based, so that the measure and/or target, is often the completion of an activity rather than the achievement of an holistic outcome. Indicators may have More...

Dave Ulrich: 'Standards should start with stakeholders'

docandrews says:

If we accept that HR Standards are necessary (and I do) the next question might be: what type of standards? This will be determined by what you are trying to evaluate, for example competency standards related to individuals are quite different to outcome based performance standards for HR Activities. See for example:

Fujitsu Services

Jun Pimentel says:

I like the term "business activist." Activism against unfair, dishonest practices in and outside the Company should be curbed right away by confronting subjects in an educated, principled and democratic ways.

Dave Ulrich: 'Standards should start with stakeholders'

Mark Law says:

Are people still listening to this man? After so many of his proposals and suggestions have been discredited? Has he got a new book to sell? "Our Finance Director proposed turning the Finance function inside out. He came in on a Monday morning and said he'd read a book over the weekend ..." Oh well .... .

Dave Ulrich: 'Standards should start with stakeholders'

Pieter van Gent says:

The challenge will be not be the standards, because everybody knows them. The challenge is how to appreciate them and who will measure them. As Dave noted, HR issues require judgment and insight. HR success depends a lot on the context of normal, everyday operations. HR, to a large extent, manages hygiene factors in a company: making sure people get paid, right people are hired, etc. As we have learned from Herzberg, getting the hygiene factors in place does not raise motivation and satisfaction. On the contrary: you can only do it wrong and you will get complaints. If we More...

HR must address ‘complex’ issue of fairness

Abraham Cohen says:

The issue of fairness that HR must address and the daunting task of HR in reconciling the employer's interests with the employees' interests boil down to the nature of the relationship between the organization/employers and one of its departments i.e. HR. HR Department is composed of employees of the organization who are on the payroll of the organization. The two fundamental questions arising from this state of affairs are: 1. Is HR in existence to act as the long arm of the organization, dealing with people/employees to secure and maintain the interest of the employers, or is HR there to More...

Dave Ulrich: 'Standards should start with stakeholders'

Lesley Harvey says:

Absolutely agree with this proposition. I have for a long time worked on the basis that any standards or measures of effectiveness should be addressed in terms of the impact at Company level not purely on the number of transactions or the reduction in cost/time etc. Having more meaningful measures linked to corporate outcomes - i.e. customer satisfaction - increase in market share - profitability etc are far more useful. I also would concur that the definition of those standards should be done in consultation with stakeholder expectation. Throughout my career my first step into any company has always been More...

Professor warns of ‘HR fragmentation’

Andrew Mayo says:

I have long thought it would be of benefit to organisations to separate out the administrative part of overhead functions from that which contributes to better organisational effectiveness. This applies to Finance, IT, HR and others. The dilemma HR functions wrestle with between their vital admin role and their "strategic" contribution would be solved - the roles would be clearly be done by different people. This is unlikely to happen of course, as the "cream" of the current functions would be lost and merged into a new integrated Organisational Effectiveness/Performance department. The professional bodies concerned would not like that. This More...

How to be an effective team leader

amarendra says:

sir, it is correct for a effective leader,it should be a good morale character & effective communication.but sometimes we should aware for labour needs / sub -ordinate needs. amarendra mob. no. :09810846448

REC launches good recruitment campaign

Sean Durrant says:

Anything the REC can do to promote good Recruitment practice is a good thing. The real trick will be to find a way to get Recruitment Agencies to follow it.

CIPD launches project to develop human capital framework

Abraham Cohen says:

It is quite heartening to read about this noble project and intention initiated by CIPD and to quote: "Ultimately, the aim is to shift human capital from being a cost on the profit and loss account to being an asset on the balance sheet, providing investors with more meaningful and comparable information about a company’s often-largest intangible asset". For many years now, authors on Resource Management, particularly on Human Resources, have been advocating to employers and organizations to regard human resources as "Strategic Assets". This entails, of course, recruiting the most suitable candidates, providing them with the best training available, More...

Talent mismatch costs UK companies more than £1bn

Dave Ratchford says:

Whilst I would be first in line yo scan the horizon and report back that we need a paradigm shift in a national assessment in what skills are needed, this article's conclusions are predicated on an archaic 'blame the workforce' argument. Theory X, theory Y anyone? It's just borderline offensive for a wealthy consultancy to suggest that the UK's skills shortage can be tracked back to a non flexible, non adaptive workforce. Does anyone there venture outside of the gleaming glass spires of the City? A) there's no money for retraining within organisations apparently. Something called a 'ruhcesshun' they say. More...

Flexible working: dads want choice

Dickon Moon says:

There is an increasing trend of men who have opted to play the role of “ house husbands ” by quitting their jobs and taking on managing the home front full time. According to the Office for National Statistics, the number of fathers who have chosen to look after home and hearth has doubled in the last 20 years, from 111,000 to 209,000.

In this issue: August 2015
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Stand and deliver: Fresh austerity measures are on the way – but can public sector HR seize the strategic opportunity?

Eureka moment: HR at engineering firm AMFW

Going for gold: Maintaining the Olympic legacy

On the money: Providing innovative rewards

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