Related posts:No related photos. Previous Article Next Article Comments are closed. As finding good staff grows harder, talent-finders will become crucialAs a veteran of many succession planning exercises to find future leadersfor an organisation, I have found that only a small group of managers recruitgood succession candidates – most managers fail to generate talent for theirorganisation. Some managers are talented at finding and recruiting good people, others arenot. If you are not convinced, try a practical exercise: list your successioncandidates and who hired each of them. You will not need to do an analysis tosee that only some managers hire good people. These are your “talent-finders”– the people in your organisation who are good at “finding the best”.So every HR manager should be asking how they do it. And why don’t theothers achieve it? The talent-finders I have known have had four points incommon. First, they make recruitment a priority, important in their allocation oftime. They are available and they do not “lose” candidates because ofdelays. Second, they are never afraid to hire someone who will challenge everyone intheir organisation. New recruits must raise the average capability level. Oneexcellent talent-finder once told me that he wanted every new employee tochallenge him for his job in as short a time as possible. Good talent-findersdo not see talent as a threat. Third, talent-finders persuasively enthuse potential employees and sell thejob and the organisation effectively. They generate “I want to workhere” attitudes. And fourth, they close effectively. They reach decisions and make offersthat get accepted. They are the ones arguing with HR about the offer terms andthey do not accept delays from HR. The most effective talent-finders also addpersonal touches – a phone call to confirm the offer or a meeting with thecandidate and spouse to answer questions. At the other extreme are the “talent-avoiders”. You have some ofthese and know who they are. A talent avoider reschedules and delaysinterviews. Candidates who are too young, over-qualified or too expensive, andanyone who could challenge the talent-avoider himself or others in the team,has to have something wrong with them. This person will not fit. If a goodreason cannot be found, simply delaying a decision usually ensures the personis (happily) no longer available. So how do you take the best advantage of your talent-finders and avoid theproblems the talent-avoider causes? One solution is to review and change your recruitment processes. Usetalent-finders to interview candidates even if the vacancy is not in theirdepartment. Present your talent-avoiders only with candidates pre-screened byyour talent-finders. Secure top management support that selection decisionsshould be taken only by selection teams – and get the right people on thoseteams. Also, face up to the issue with your talent-avoiders – talk to them. Theyare probably insecure in their roles and if you can make them feel moreconfident about their own role and their future, you can help them to stoplosing good people. Most of your managers are probably neither gifted talent-finders norunchangeable talent-avoiders – with encouragement they can all do better. Review the training you provide. Add practical exercises or case studies tostress that recruiting talent means making hiring a top priority, not just forHR. Every new hire should raise the organisation’s average level of talent;recruiting managers must positively but realistically sell your organisation topotential recruits; and effective closing – making and getting acceptance to anemployment offer – is vital Getting good people is becoming more and more difficult. If HR people startto find and use talent-finders, it can only be for the better. James Simpson is an independent consultant on European-wide recruitment,training and development. His previous post was European training anddevelopment manager at Texas Instrumentsng Why talent-finders should be your top priority for hiringOn 12 Jun 2001 in Personnel Today
A pilot scheme has been launch-ed to enable NHS staff to specialise in thetreatment of a particular condition and help avoid a “parade offaces” scenario for patients. Julie Hargadon, director of the NHS’ changing workforce programme, said thenew approach would help staff build expertise in a particular clinical area. Hargadon, speaking at the Association of Healthcare Human ResourceManagement’s conference told delegates that a more holistic approach could bebeneficial to staff and patients. “We now have the opportunity to rethink the support roles to patients.We are beginning to talk about a cancer practitioner or a stroke practitionerwho would deal with all facets of a particular condition,” she said. As well as saving time and giving more personal care, these new roles forstaff could also help frustrated professionals move out of rigid career boxes –giving them heightened self-esteem and job enrichment. The conference heard how one pilot scheme in Kingston, Surrey is looking athow special health practitioners could treat all aspects of a particularcondition. Specialist plan aims to reduce clinical errorsOn 2 Oct 2001 in Personnel Today Comments are closed. Previous Article Next Article Related posts:No related photos.
HR technologist: what exactly is it?On 12 Mar 2002 in Personnel Today Related posts:No related photos. Previous Article Next Article Comments are closed. Iam graduating this summer and investigating HR roles. The role of HR technologisthas been mentioned, but research has not thrown up much information. Can youtell me about this role, what skills are involved, whether there is a demandand what sort of salary I might expect?PeterSell, joint managing director, DMS ConsultancyTherole of HR technologist does not fit into the traditional structures of mostorganisations. It seems very few companies see a demand for this role. It isseen as an entry-level role, with more of an emphasis on statisticalinformation than HR administration. Individuals would be involved in activitiessuch as systems admin, pay and benefits issues and manpower planning.Becauseof the limited opportunities for HR technologists you may need to reconsideryour options. There are a number of firms offering graduate trainee schemes forHR. Prospectiveemployers look at a range of skills for any HR role, including communicationskills, organisational ability, demonstration of an understanding of businessand numeracy. The likely salary will be dependent on the organisation’s sizeand sector.TonyClarke, senior consultant, Macmillan Davies HodesHRtechnologist is probably an American term; but I think it describes thefunctional roles within the HR profession. It would also fit e-HR where thetransactional part of HR operates on a shared services basis and be in-houseor outsourced, probably operating via a sophisticated intranet. Youhave already achieved a lot. I gather that following some line experience youdid an HND, then your BSc in IR. Your non-HR line background and academicqualifications make you attractive to anumber of businesses that would consider you for a career in HR. Smallcompanies are attractive because they offer a truly generalist role, but theytend not to have sophisticated management systems and HR processes and you willneed that experience to draw upon in the future. My advice is to apply for HRpositions with the big blue chips to give you a solid professional grounding inHR and business. A good employer that recognises talent and wants to retain itwill move you around to give you experience and keep you motivated. PeterLewis, consultant, ChiumentoThisrole is ill defined. It can refer specifically to HR intranet design andmaintenance but can also refer to any HR role with responsibility for HRsystems, particularly those that link HR to other systems.Enthusiaststalk about its pivotal role in turning HR from an admin function to aknowledge-intensive service. Staff communications are transformed throughintranet-delivered, visually stimulating, creative copy. Skills required are anunderstanding of what knowledge staff need and the potential for the medium todeliver it, plus recognition of what makes effective copy – given theunpromising nature of much of the material for transformation – detailedpolicies and procedures, often written in turgid legalese.Youshould start by talking to specialist HR recruitment consultants to ascertainwhether a market for HR technologists exists. Keepan eye on the recruitment pages of the personnel press and on articles on thelatest thinking on the CIPD website. Finally, talk to any contacts who work inthe HR field and get their views on developments in HR technology.
Peter Bennett has been made vice-president of HR at the independent luxuryhotel group Le Meridien. Bennett is responsible for more than 30,000 employeesat the group’s portfolio of 145 hotels across 55 countries. He will oversee training and development, diversity and equality schemes, HRoperations, employee relations, performance management and compensation andbenefits. “Our business plan is about growth and transformation in a very peopleoriented company,” he says. “The HR role is designed to help deliverthe business plan. “There are 30,000 people in this organisation and I have to ensure HRmeasures are effectively implemented around the world.” Bennett, who has spent 20 years in HR, joins from Thomas Cook where he wasresponsible for driving major change initiatives and restructuring thebusiness, including the acquisition of Carlson’s UK leisure operation. Bennett intends to drive the business forward by introducing HR measures,and sees the function as inexorably linked to the success of the firm: “HRis essential in understanding what drives a business,” he says.”Ideally I hope to enhance the service and performance culture in thebusiness and support the development of a market-led organisation.” CV2002 Vice-president of HR, Le Meridien 1999 HR director, Thomas Cook1991 Director of personnel, Boots Healthcare International1981 Variety of HR roles, BOCGroupOn the moveShuna Kennedy has joined charityAbilityNet as chief executive. The provider of expertise on disability andcomputer access employs a specially trained team of more than 40 experts acrossthe country, offering disabled people of all ages advice, information, andsupport and access to IT. The charity also runs professional education coursesand seminars and last year attracted 3,000 staff from the public, private andvoluntary sectors. The seminars raise awareness of adaptive technology forthose with disabling conditions and teach practical solutions to apply in theworkplace.The Chartered Institute of Personneland Development (CIPD) has appointed Duncan Brown as its assistant directorgeneral. The former partner at HR consultancy Towers Perrin will lead theinstitute’s research and policy unit. His remit includes raising the CIPD’sprofile and communicating the value of HR to business, the public sector andpolicy makers. He started out as a personnel officer with Vauxhall and hassince advised organisations including Shell, Prudential, Abbey National and theNHS.Vehicle rental company Hertz haspromoted Niamh Grimes to director of HR. She replaces James Shipside who leavesafter 20 years service. Grimes reports to HR vice-president Eamonn Ward. Priorto her promotion she held various HR posts at Hertz’s European service centrein Dublin. She joined the firm in 1997 and has a degree in French and apostgraduate diploma in marketing management. Hertz has more than 7,000locations across Europe. Related posts:No related photos. Comments are closed. Previous Article Next Article PeopleOn 7 May 2002 in Personnel Today
Comments are closed. …in briefOn 18 Mar 2003 in Military, Personnel Today Thisweek’s news in briefFirefightersto strikeTheFire Brigades Union (FBU) has called another 24-hour strike, despite possiblemilitary action against Iraq, after rejecting the latest pay offer.Firefighters will strike on Thursday after rejecting a 16 per cent pay increaselinked to modernisation. www.fbu.org.ukManagers’pay risesSalaryawards for managers edged up during the three months to January 2003, reversingsix months of steady deceleration. Private sector management salary rises were averaging3.2 per cent – up 0.5 per cent from the previous three months. www.incomesdata.co.ukFirstaid ignoranceAlmosthalf the UK work-force would be unable to treat even the most minor injury inthe workplace, while 52 per cent don’t know where the first aid kit is kept.The survey of 500 workers, by supplier Safety First Aid, also shows 43 per centhave never had any first aid training at all. www.hse.gov.ukMinimumyouth wageTheTUC is calling for a minimum youth wage of £3 an hour to boost the income of 16to 17 year olds. Currently, the national minimum wage doesn’t apply untilemployees are 18 years old, and according to the TUC, youth workers can be paidas little as £1 to £2 per hour. www.tuc.org.ukIndustrialaction threatWorkerson the North East Metro train network are threatening strike action following arow over pay and conditions. Staff on the Newcastle rail system are alsounhappy about a new job evaluation scheme linked to performance-related pay,including compulsory drug and alcohol tests for all staff. www.unison.org.uk Previous Article Next Article Related posts: Features list 2021 – submitting content to Personnel TodayOn this page you will find details of how to submit content to Personnel Today. We do not publish a…
Whatdoes a ‘reasonable adjustment,’ as stated in the 1995 Disability DiscriminationAct, actually mean in practice for employers, staff and OH? By Nic PatonThereare 6.2 million disabled people of working age in the UK, accounting for some18 per cent of the working population, according to the Employers’ Forum onDisability (EFoD).Whilemuch of the debate about disability in the workplace has focused, quiterightly, on ways to get people who already have disabilities into employment,in fact, about seven in 10 economically-active disabled people have becomedisabled during their working life. This is a trend that is likely to grow inimportance as the population, and the workforce, ages.Losingthe services of an employee through disability is a costly business. Itdeprives organisations of a considerable asset and all the investment in termsof their skills and experience goes with them. The EFoD estimated one largeemployer found the average cost of retiring an employee on medical grounds was£40,000. So,for the OH professional, dealing with a worker who has become disabled or whoalready has a disability is a vitally important area. While there have beenmany advances, notably the 1995 Disability Discrimination Act (DDA), manybusinesses and managers still have something of a blind spot when it comes toemploying disabled people.‘Disabledpeople will mean having to spend a fortune adjusting the workplace’, ‘it willhit productivity’, and ‘they simply won’t fit in’, goes the argument. Yet,scrub away the prejudice and misconceptions, and these arguments simply do notstand up.Disabledpeople, again according to the EFoD, take fewer days off sick and fewer daysabsent for reasons other than illness compared with non-disabled workers. Theirproductivity rates are on a par with other workers and they have better thanaverage safety records.Despitethis, unemployment rates for disabled people are about two-and-a-half timesthose for non-disabled people. TakeLloyds TSB. For the past two-and-a-half years, the bank has been working withconsultancy Churchill & Friend to improve access to the workplace and theworkplace environment for people with disabilities.Sofar, it has had some 800 referrals from Lloyds, both individuals with adisability who have joined the bank and people who have become disabled whilealready working there.”About73 per cent of referrals are still working for the bank, and of the people thathave left, only 18 per cent have left with bad feeling. So far, we have not hada tribunal case involving the scheme,” says senior partner Phil Friend.Degreeof disabilityHegoes on to explain that while disability is a very individual thing, in theworkplace, it can normally be categorised into four levels: A to D. Level D isthe lowest – possibly someone who suffers from back, neck or wrist pain whileworking at a keyboard, but who would not be labelled disabled.Inthis instance, the best course of action would normally be an OH assessment,followed by a report which, if Churchill & Friend is involved, is sent toC&F for recommendations, which may be things as simple as moving a piece ofequipment or a chair. “But the case is only closed when the individual ishappy that things are better,” says Friend.LevelC is where people are suffering severe pain – they may have difficulties withtheir back or neck from postural problems and may, as a result, be taking a lotof time off. This requires a more specialised assessment, but one that stillinvolves the OH department. Atlevel B, you start to get on to those people who will normally be covered bythe DDA. For these workers, their condition will be permanent and they willneed much more sophisticated work and assessment, not just using the OHdepartment but also specialists that can provide voice activated software, forinstance.Thefinal level – level A – is for those who are definitely covered by the Act,have a permanent disability and have real problems with day-to-day activities.WhileOH would still be involved, bodies such as the Government’s Access to WorkAgency, which provides advice, support and funding to help people withdisabilities in the workplace, would also play a key part.Atthis level of disability, you might be looking at redesigning a job,redeployment, buying in sophisticated equipment (the cost of anything above£300 will normally be covered by between 80 per cent or 100 per cent by Accessto Work), the use of workplace ‘buddies’, sign language support and so on.Thesplit at Lloyds is about 30 per cent in the A to B category, with the restbeing C to D level cases, Friend estimates.Inthe past six months, the consultancy has also begun work with BT helpingrehabilitate workers who, for instance, fall down holes or off telephone poles.So far, there have been some 60 referrals from that pilot. The consultancyworks closely with BT’s OH department, which is outsourced through Accenture,to try to resolve cases and get people back to work.Lackof clarityOneof the key problems with the DDA, suggests Friend, is the lack of clarity aboutwhat a “reasonable adjustment” actually means. But the main thing torealise about such adjustments is that the vast majority either cost nothing orvery little, stresses Bill Fine, senior consultant with AbilityNet, a charitythat provides information and advice on disability and computer issues.Employersfail to realise that the banks of identical computers they have stacked up ontheir desks can in fact be tweaked, at no extra cost, to help such workers.”Wehave one visually-impaired woman who uses a display presentation scheme on hercomputer. It is available as a standard part of Windows, but most people do notknow about it. It means she gets very large presentation and huge colourcontrast,” he says.”Ihave gone into places where people with established pain, who have a lot oftime off, have been given a trackball instead of a mouse, but they haven’t beentold they do not have to use a mouse at all. Or, for instance, you can get abig pointer on your mouse, or you can save keystrokes by using auto-text andauto-correct,” Fine adds.Thecharity runs one-day workshops outlining solutions that cost less than £100 –and never has time to get them all in, he adds. Better training also helps.With the right sort of training and a basic toolkit of solutions, occupationalhealth can do 75 per cent of non-standard assessments itself, Fine estimates.Whilethe charity charges for its services commercially, it will give free advice toindividuals and one-off advice to companies. It also has free downloads andfact sheets on its website.Roleof advocateApartfrom the practicalities of dealing with disability within the workplace, OH hasa critical role in acting as an advocate for the employee with special needs,argues Kit Artus, chairwoman of occupational health recruitment agency CheviotArtus.”OHcan say ‘that person can do it’, they may have to do it differently or you mayneed to make some adaptations to their workstation, but they can do it,”she explains.”Thereal angle is sensitivity. People may be coming to terms with the fact they aredisabled and how it is going to affect their job. It is about listening,sensitivity and concentrating on their abilities rather than their disabilities.”Forsomeone who has an established disability, if you listen sensitively, they willoften tell you the answer themselves. So you need to listen and identify whatyou can do to make sure they get access to all the facilities,” she adds.”If they cannot, say, grip a tap, then you may need to look at the toiletfacilities.”Otherpracticalities – as much common sense as anything – come into play, too.Arrangements for a person with a history of schizophrenia and irrationalbehaviour, but now on a successful treatment regime, might include reviews atsuitable intervals by an OHN. Bankinggiant HSBC, for instance, operates a rehabilitation policy for employees whohave undergone a long-term absence from work for reasons including stress anddepression. This includes a consultation process involving the individual,their line manager, the OH manager and HR department. Ifappropriate, there is a phased return to work, usually over a period of weeks,during which the individual gradually increases the hours or days worked until,if successful, they are able to resume their normal work pattern. Modifyinga job description to remove non-essential but potentially hazardous duties canmean employment continuing with minimal disruption. For instance, removing theoccasional requirement to lift for a person with arthritis or the removal ofwork at heights for an employee with epilepsy can all help. Replacing asensitising or irritant product with an alternative, may, together with healthsurveillance, enable an employee with asthma or eczema to continue working as apaint sprayer or cleaner.Whena ward clerk who had worked at St Thomas’ Hospital in London for 16 yearsdeveloped severe arthritis – necessitating a long period of sickness absence –the trust moved swiftly to adjust her workstation, and a support workerassistant was appointed for nine hours a week, with Access to Work covering 80per cent of the costs.”Ifyou can accommodate employees who have been injured and maintain them in theworkplace, why should there be different treatment for people who come into theorganisation with disabilities?” stresses Artus.Managingthe occupational health of workers with disabilities requires creativethinking. Sometimes self-treatment is the best course, for instance, having aplace where people can go to lie down once in a while, or providing an areawhere diabetics can administer their insulin. Itis also important to work closely with other care providers, to be aware ofresourcing options such as Access to Work, sources of information and adviceand when to turn to specialist agencies, suggests Artus.But,according to Friend, OH nurses still have some way to go. One of the problemshe has had is finding OH assessors who have the right combination of the experienceand commercial nous.”Ido not think that some of them understand the commercial imperatives. Theymight say, for instance, that the display screen needs to be moved morecentrally, but what if they are talking about a cashier in a bank? So you haveto look at other ways of doing it,” he complains.”TheDDA is far less understood by OH professionals than by health and safety. DDAOH specialists are far fewer – people who really understand what a reasonableadjustment can mean,” he says. “We have been through one or two OHconsultancies and have wondered what we are paying them for,” he adds.Contact:Churchill & Friend 01707 324466 www.abilitynet.org.uk www.employers-forum.co.uk www.jobcentreplus.gov.uk (for Access to Work) Comments are closed. Access all areas?On 1 Jun 2003 in Personnel Today Previous Article Next Article Related posts:No related photos.
“Oh God, only about 10 stops to nirvana,” sighs one already jadedHR director crammed into the two-carriage train that putters from York toHarrogate. Personnel Today editor, Jane King, wedged into the toilet along with herluggage, murmurs: “I wonder if our US visitors think this is quaint?”Cue the start of HR’s biggest, boldest event of the year: the infamous CIPDconference and exhibition. For the uninitiated, this is the drinking junket, feared by financedirectors countrywide, as each year they sweat over resulting expenses andquery increasingly creative tales. As one marketing man puts it: “You haveto embellish the story, otherwise your expense claims just won’t holdwater.” Too right. Let’s face it. It costs a bundle to get to must-have fringe eventslike ’57 Varieties of Vegetable Soup’, and ‘Trust me, I’m a Doctor’. Day One, and Personnel Today’s news team is confused: has it found the rightconference? Better take time out to have another pint down The Old Swan andthink about it amid the heaving mass of HR’s great and good, ‘networking’ withunprecedented vigour. “Come to me if you ever want a proper job done,” slurs a oncedapper recruitment bloke, waving a card at the recruitment manager from a saladcompany. Lettuce man has been coerced into a blonde wig and fetching specs atthe late-night Sunday Times’ Austin Powers knees-up. “Save me,” hegrunts. “Anyone seen Guru? Is he real?” (see back page for more). Day Two, and our intrepid news hounds are dispatched to trudge theexhibition, mostly in search of stands sporting handfuls of paracetamol. Sadly, few have caught on to this gimmick, offering instead mountains ofautumnal leaves loosely connected to messages of change management, or lightlysweating staff trussed up in space outfits. “What’s the messagehere?” asks a hungover Personnel Today journo of a spacewoman. “Thecompany name is Jupiter,” she replies in disbelief. Doh! Time to retreat to the hotel boasting a sandwich board outside, reading:”Take your personnel to bed without a harassment charge.” Day Three, and Harrogate is still heaving, albeit with increasingly creased,pale HR people, networked-out at last night’s Grease night, flanked by the‘Funk night’. They are looking to make an exhausted exit from a tired town, on the Yorkexpress (!) bound for sense and sensibility. So, was the whole eventeducational? Probably. Useful? Mostly. Death defying? Definitely. A networkingtriumph? Undoubtedly. Farewell to another year! Comments are closed. Boldly going where no HR has gone…On 28 Oct 2003 in Personnel Today Previous Article Next Article Related posts:No related photos.
Disciplinary procedures to be tighterOn 1 Dec 2003 in Personnel Today Comments are closed. Previous Article Next Article Employers must tighten up their grievance and disciplinary procedures orface a rise in the levels of compensation handed out to employees by thecourts. Employment Tribunals will soon have the power to raise compensation awardsby as much as 10 or 15 per cent if they believe employers have not followed thecorrect procedure when disciplining staff. Stefan Martin, an employment partner at Allen and Overy, warned that firmscould face higher costs when the Government’s new Statutory DisciplinaryProcedures are implemented in October next year. Although the £50,000 cap will remain on the awards, Martin said more peoplecould receive the maximum amount if firms failed to follow the rules closely. “If the new process isn’t followed, the awards could increasesignificantly. Most employers will have disciplinary procedures in place, butthat doesn’t meanÊ they are being followed,” he said. Martin stressed the changes in the law could have a big impact on the waybusiness deals with discipline and urged employers to make sure managersfollowed the rules. Related posts:No related photos.
Comments are closed. Related posts:No related photos. Read full article Staff benefits schemes seem to be a hot topic at the moment so I thought I’d chime in with my thoughts….In years gone by the company car, paid phone bill’s or company credit card were pretty much the in domain of the professionals at the top of their game working in the most generous of companies. Now though, almost akin to my blog post on gimmicky long interview processes, companies seem to be using the benefits they offer as a marketing tool, and the list of what is being offered is getting longer and longer. There’ nothing wrong with that, but let’s dissect it a little.In recent times there has been a lot of debate over what is considered a generous benefits programme and what is going too far. For example, I refer to Facebook and Apple who opted for a very polarizing benefit of freezing any female employee’s eggs (most suggest in a bid to allow feeling more at ease delaying having children). Or Google California, as another example who trucked in snow to create a snowy wonderland for its staff. Times are of course changing and our wants and needs are evolving with the times. I totally get that we are not programmed in the same way that we were 50 years ago where social norms almost pre-defined at what ages children would enter our lives, or when we should be allowed to enjoy a brisk walk in the snow, but is this taking a “company benefit” too far?In a few less extreme examples such-as, orgs employing chefs to cook meals each day for staff, full gym in-house or even sleep pods. These all sound amazing, right? And who wouldn’t want a part of that, but something that is also worth thinking about is – Are we then blurring the lines further between our professional worlds and our personal worlds? And indeed, is this a good or bad thing? We have already seen a huge shift towards technology interoperability and never being too far away from a piece of tech that could see us struggle to “switch off” in our personal time, but we are now looking at a new age where the comforts of home-life are being brought to the office.This is not to say I wouldn’t dive straight into a sleep-pod given the chance – just food for thought and I’d be keen to hear other perspective on where boundaries should be in the creation of a solid benefits scheme… Previous Article Next Article Do employees benefit from employee benefits?Shared from missc on 17 Jun 2015 in Personnel Today
Ice-thickness and surface-elevation data gathered from radio echo flights over the Antarctic Peninsula are presented as profiles for five major outlet glaciers in northern Palmer Land and as contour maps for an area of 8 000 km2 to the east of George VI Sound. Glacier profiles appear to be closely related to ice discharge especially to convergent and divergent flow. Comparison of subglacial topography with geological evidence of faulting suggests that the area around George VI Sound is a region where structure is an important influence on the pattern of glacial erosion.