I totally agree with everything you are suggesting but would also like to add that whilst Police Cautions have to be disclosed if you want to teach, they should not prevent applicants from progressing through the recruitment process without prejudice. If the caution is unrelated to children it should not be taken into consideration especially if it was a one off incident like affray or minor misuse of drugs. A protocol should be adopted by employers to assess the "risk to children" for each applicant and if there is no obvious "risk" the offence should be disregarded. This should become More...
In many of the workplaces I have been in, the atmosphere is one of mistrust, frustration and having to pretend and dissemble. Managers are no longer in a position to hire who they want, they can't make small changes (eg increase/decrease working hours) which would really help their staff, have no discretion over pay or giving references in a natural way. Everything is recorded and analysed and "actioned". Small things? When you add it all up, it means no one volunteers, no one takes initiative, everyone is just covering themselves for when blame might result. Everyone is just waiting to More...
Although my personal experiences support these findings (having worked in the private sector, local government and NHS), I would like further discussion and research for these results. I believe that one of the reasons is too many HR professionals are focused on qualifications rather than leadership skills. Recruitment firms are just as guilty. I recently went to three separate recruitment firms and tasked them to find me a £50k pa operations manager. I was given a series of qualified managers who on paper looked good. When I interviewed them none had the required leadership skills. After a number of years More...
David Hugh Meagher says:
Any competent senior HR person will find the report a fascinating and educational read; very definitely worth downloading the whole 25-page report. The large sample size is refreshing to see in a privately funded study. From the executive statement: “… consequence of ineffective and poor leadership on UK private sector businesses is a decrease in profitability and performance.” This statement is often the point most often missed when some bright spark decides to cut training funding to save money… In my opinion the study’s findings are very self evident when contact is currently made in too many UK businesses. Remember More...
NHS EMPLOYEE says:
The report “The UK Leadership: Is it working?” is very realistic. From my own experience, the past five years has seen (management / leadership) training standards within the NHS gone from National standards to Outsourced differing standards to In-house ‘preferred, will-do’ standards. One NHS organisation I have experienced gives ‘Conflict Resolution’ training as a Mandatory ‘lecture’. It is no wonder conflict is at rife at that organisation. In the 23 years of my managerial experience I have come across many leaders who have the foresight but lack the organisational / HR support in developing into effective leaders. This is all More...
Richard Thomson says:
Changing policy and procedure is a great first step. The next step is training, empowering and authorising recruiters to Recruit With Conviction. By helping recruiters to understand their bias towards the ex-offender stereotype, they become better placed to be more diverse and recruit better matches for vacancies.
Very disappointing findings, but sadly they do not surprise me. As a senior HR professional for 30 years I have seen the profession decline. I see HR colleagues passing the responsibility of leadership development onto front line managers in the workplace rather than supporting them. The quality of some leadership training programmes today is absolutely abysmal. This is a wake up for the HR profession. We really do need to get our act sorted out!
The Report says:
The Report can be downloaded for free http://www.hillcrofthouse.co.uk/sitefiles/upload_docs/UK%20Leadership%20-%20Is%20it%20Working.%20The%20Facts.pdf
Evan Owen says:
Many statutory arbitration schemes are free, the Financial Ombudsman Service is a prime example where the advice industry provides the funding, with this in mind the question is should the employers pay for the Employment Tribunal and not the employees.
Steve Milner says:
I'd endorse most of this, with a couple of exceptions. 1) There's no such thing as common sense 2) 'Letting people be themselves' depends on the size of the organisation. The bigger the group / business / society the more we need to introduce rules, standards, procedures, laws etc. These might be regarded as constraints, or they might be regarded as problems solved, decisions made, options selected in order that others don't have to re-invent those particular wheels - but can exercise their wit and creativity 'being themselves' within given parameters.
Steve Skinner says:
It is certainly a problem if potential employers have trouble in finding younger candidates with the necessary attributes. However I hadn't realised that the education system was there to meet the needs of employers. Is that its primary purpose or should it be education for education's sake?
Mairi McHaffie says:
Paul has gratiously agreed to speak at the Coaching for Clarity - Visioning your Goals event we are hosting at PwC on Friday 18th. Paul is a senior champion for all aspects of diversity specifically advocating BAME. Drawing on his own background and experiences he has used his leadership positions to support ethnic minorities in business and beyond. Paul shares with us his vision for keeping focused and how setting goals helped him to succeed. See more about Paul at: http://raceforopportunity.bitc.org.uk/tools-case-studies/case-studies/awards-2013-pwc-champion-award
Andrew McLean says:
Hi If we run this to its logical conclusion “there can be no justification for making age a consideration in employment - performance is what counts, and nothing else.” Then all employees will work till their performance becomes an embarrassment to themselves and their employer then are dismissed for poor performance. What an end to a career. And before you say they will volunteer, most may not be in the position. Terrible law!
Manjula Suraj says:
Every business should first change its view on HR(Human Resources) to HC(Human Capital. With this change we can under stand that people of any organization are a capital and not just a resource. At the strategic level, when business models are set, Human capital will play a major role as capital investment, this will lead to HC being involved as a key business partner within the organization.
laura watts says:
We would like you to ensure that European Social funding made available to support access to employment and inclusion, fills the gap in specialist childcare for families with disabled children so that we can work. Why is this important? An investment in specialist childcare provision to remove barriers to employment for families with disabled children will save the local government TEN times their investment in reduced benefits. European Flexible Support Fund can be used flexibly by Job Centre Plus district managers to best meet the needs of the local population. One in four families in Birmingham has a child with More...
Shoz Rahman says:
There aren’t compelling commercial reasons for offering Long Service award, in fact rewarding tenure is detrimental. Here’s why: 1. An employee with long service tenure isn’t necessarily loyal. 2. The employee may be loyal but may contribute little to the organisation. 3. Long Service awards reward presence, not performance. 4. By bolting down employees, inflow of fresh ideas and skills through recruitment of new employees is curtailed. 5. It creates a sense of entitlement among employees when long service awards signal to employees that long service is king. At the worst, an employee with long service tenure may be one More...
RDS YADAV says:
Dear Colleague, Its happening largely in India that HR heads in Indian MNC companies have proved to be good CEOs . I have given 30 yrs to HR profession and last 7 years I am Heading a Unit and have been successful in taking forward together each role as HR was my core.Of course, as an exceptional case , some may or may not embed HR dependinh his and his company's comfort. Best regds, RDS Yadav
typical...hr agenda is to "sell" their services to the org and justify their overhead...evidence in survey looks a bit too convenient and simplistic...are we really still saying happier workplace is more productive...surely HRM theory has advanced a bit...much more complex situation these days and other evidence shows no variation in CSR perception across all age groups...in fact c suite level more aware and engaged as they set policy...HRM do policies and procedures mostly but as usual want to move up the value chain...this is the latest...wouldn't mind if they actually came up with concrete CSR initiatives and REAL evidence it More...
Nkwocha Ifeanyi Oscar says:
HR Business Partners are relevant in adjusting HR strategies to respond to changing needs • Developing the next generation of leaders • Identifying critical HR metrics • Identifying new business strategies • Identifying talent issues before they affect the business • Prioritizing across HR needs • Redesigning structures around strategic objectives • Understanding the talent needs of the business • Assessing employee attitudes • Communicating organizational culture to employees • Communicating policies and procedures to employees • Ensuring HR programs are aligned with culture • Keeping the line updated on HR initiatives • Tracking trends in employee behaviors
Keith Appleyard says:
In some 30 years experience in Leadership, I would say I'd rather have an enthusiastic but unqualified employee who is willing to learn rather than have a highly qualified but inexperienced employee who is unwilling to listen. My best employees did not go to University.
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