Vincent Seruma says:
This is a very good article. Our company is currently starting an employer branding perspective and i thank you for the article. Vincent Seruma
Jon Ingham, Strategic HCM says:
I like Bay's proposals - it makes a huge amount of sense to use roughly the same type of incentivisation system from top to bottom of the organisation. But the system still isn't always going to work effectively unless you bring in Hutton's maximum pay differentials too. Sounds like a lot of legislation but I think that's a sign of the new era we're now working in.
Bay Jordan says:
While there are at last signs that shareholders are clamping down on executive pay levels, the TUC is right to suggest that the government is wrong to leave this to the shareholders alone. Past performance alone suggests this. However, the idea of having it decided by employees is also fraught with difficulties - not least on deciding who the employees will be and how they are elected. It seems to place an unfair and perhaps unrealistic onus on whoever gets the role, and could be a very career limiting appointment. As long as performance related pay is as de-rigeur as More...
Tim Parry says:
Yet again the judges demonstrate their understanding of the workplace and social policy. Who appoints these idiots. If we want to improve ETs and employment law ban lawyers from the proceedings. Think how much money that would save!
Guy Pink says:
Congratulations to HR Magazine for a great night of awards. Thoroughly deserved to you David for your individual recognition.
Karen Bester says:
Congratulations on a job well done. All of these awards are very well deserved; the pieces quoted were superb analyses, as one would expect from such an informative magazine.
This is not true. Existing pensioners and those those retiring within months of the new pension will not receive any of this considerable increase. If you object as strongly as I do to this discrimination please sign my petition at the government's epetitions. (search for Flat rate state pension).
If your blog posting (http://www.hrmagazine.co.uk/hro/global-hr-blog/1073020/giving-feedback-internationally) is an example of you delivering learning for a global audience you're having a laugh aren't you ? The only workable global learning is where the learning transcends the national values and delivers something that works across nations and languages. You need a strong organisational culture and clear thought out messages delivered effectively. Your feedback example wouldn't cut it unless the whole business subscribed to the Western European cultural concepts that underpin it. Try again...
Trisha Goring says:
I wonder is this the same CIPD survey that interviewed 1000 employers? To state that so many employers see this as a positive move, when so few were asked seems to be rather over stating the results. It isn't only small or micro businesses who find this legislation an unnecessary burden. I work for a large company and maternity and paternity leave causes problems, not only for us as an employer, but, for other members of staff who have to fill the gaps in work cover. What about people without children and their work/life balance?
Frank Douglas says:
Interesting statistic but pretty meaningless. Most Executive Directors (members of the Board of Directors) are CEO's and CFO's. That means in many companies even the MD of the largest operating division is not on the Board, nor is the Chief Marketing Office, nor General Counsel, nor Head of Sales,nor Head of Marketing, nor Head of Technology and, not the Head of Strategy. Do any of those functions wonder about their relevance in the organisation? Frank Douglas EVP, HR -- Misys
CV Tsunami ? Would you have put "CV holocaust" ? I don't think so. So why is it appropriate to trivialise a recent national tragedy in which 15,854 people died, 26,992 were injured, and 3,155 people are missing . 100,000 children were displaced and 250,000 homes destroyed ? I could mentioned the pan-Asian tsunami as well. The world is too small now to think these events won't have touched the lives of your readers and that they won't know people whose lives were affected by it. Try harder - you can write punchy copy without being offensive ...
Would you have put "a holocaust of CVs" ? I don't think so. So why is it appropriate to trivialise a national tragedy in which 15,854 people died, 26,992 were injured, and 3,155 people are missing . 100,000 children were displaced and 250,000 homes destroyed ? The world is too small now to think these events won't have touched the lives of your readers and that they won't know people whose lives were affected by it. Try harder - you can write punchy copy without being offensive ...
What ? How did those racist stereotypes get into an HR article unchecked? An African ? A South American ? Let's chuck "A Jew" in there too - happy with that ? - it's where you're headed. Whatever happened to getting to know people as individuals ? Also - look at the words describing the process - giving, delivering, voicing opinions, describe, state, make a request. There is only one mention of dialogue and one of "allowing" the other person to speak. Filtered through the layers of culture you identify what comes out so often is "tell". Please think again More...
elaine cohen says:
well done and well deserved! HR Magazine is always a great and informative read. elaine cohen
Greg Young says:
You are right, times have changed/ are changing and the dynamics have shifted. Leaders still need to generate followers and bring them to a place they would not ordinarily go, but the how needs to shift hugely. Shouting louder is not an option in this global environment with information overload. The current backlash against Executive pay and the previous recession caused by a toxic, 'profit above all else' philosophy sest out a requirement for leaders capable of thinking and behaving beyond their ego - transpersonal leaders. Transpersonal leaders are radical, ethical and authentic who do the right thing to ensure More...
Jane Sunley says:
Well done on sweeping the board - a testament to your hard work and the excellent quality of the publication - very well deserved
Propeller Team Training says:
I agree that leadership has dramatically changed and that a lot more is expected of our leaders. The role they fulfil is ever expanding but they must never forget those they are leading. Adopting a style suitable to the workforce is imperative. People will respond differently to different leadership styles and having consideration for models such as Maslow will help. People should look up to and aspire to be in the position of their leader, but this needs to be managed to avoid the blind leading the blind.
Propeller Team Training says:
This is a question we often ask our delegates during training. Coming from a military background it would seem rather simple on the face of it, but over the years teaching people the principles and practices of effective leadership the lines are becoming more blurry!
Kate Llewellyn-Cripps, Client Partner says:
There seems to be a disconnection between what graduates and employers are expecting from each other. I can’t help but think this misunderstanding stems from the original communications during the attraction activity and candidate management process for it to potentially have such an effect on retention rates later down the line. Are employers even aware of any compromises and if so, what actions were/are taken to address them? For me, it highlights a serious need for these organisations to gain insight into their employer brand reputation and perception amongst the internal and external future talent populations. Whilst I appreciate there More...
Jonathan Wilson says:
Dunning & Kruger, (http://en.wikipedia.org/wiki/Dunning–Kruger_effect) found that the less competent a person is, the less aware of their incompetence they are and generally in the West, most people are less competent than they think. That includes us too, I'm afraid! Many problems occur as a result. When things go wrong, people think the "world" caused the failure or "unforeseeable events" that competence would have enabled them to foresee. Managers think they cannot get the staff these days, unaware how they are often disabling rather than empowering well-chosen people. At the same time people blame their managers rather than their own inability More...
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