Grooming leaders

first_imgGrooming leadersOn 1 Jul 2001 in Personnel Today Shapingup and advising leaders fit for the global stage is a messy business, saysDavid ButcherInterestin leadership thrives on both sides of the Atlantic. Both UK and US articles onleadership continue to be published at a prodigious rate. But at least onething is changing. As though to offer a disclaimer for what they are about tosay, authors these days often begin by pointing out that there is still noagreed definition of leadership. A quick browse through a selection of bothpractitioner and academic publications reveals this to be broadly correct, if atrifle pedantic. Yetthis state of affairs seems to have little impact on leader development andtraining, if mainstream practice is anything to go by. In this arena, what wemean by leadership is clear enough. But is it right, particularly if we arethinking about business leadership?Mostof the effort to develop business leaders takes the setting and communicatingof vision, goals and culture as the starting point. Strong emphasis is placedon understanding and deploying appropriate style, and all this is underpinnedby the need to identify and nurture essential personal qualities of leadership,like integrity and empathy. Someleaders are very obviously poor communicators, but they nonetheless runsuccessful businesses. Great organisations are sometimes headed by intolerant,narcissistic CEOs who by no stretch of the imagination can be said to varytheir style one iota. They have just the one, otherwise known as theirpersonality. They are often poor coaches, distant figures who are anything butempathic. Andis it really the case in vibrant enterprises that everyone understands theoverall mission and corporate goals, never mind agrees with them? After all,organisational growth can be hugely exciting, but aimless. So it cannot be thatsimple.Principlesof rationalityOfcourse, business leadership is all about vision and goals if organisationsabide by principles of rationality and corporate unity, and most of us respond betterto leaders who seem to understand and care about us. Thisfusion of rational and humanistic values, while both sensible and comfortable,hardly defines good leadership. There are too many other criteria. But it is aseductive mix that has both spawned and legitimised a leadership developmentsubindustry founded on these values. Its aim is to help create business leaderscapable of uniting and integrating an organisation around clear goals,courageously removing obstacles and taking everyone with them as they go. Allof this must be done through listening deeply to the views of many andrespecting all. It is a tough job, which is why so much development support isneeded.Leadershipdevelopment methods follow naturally from these aims. Psychometric frameworksprovide the bench-mark personal characteristics of effective leaders. Strengthscan be built on, while “less strong” areas become the focus fordevelopment or, alternatively, may be compensated for. Styleinventories offer templates for deciding how to behave and relate to others indifferent situations. And a burgeoning array of simulated and action learningprocesses – structured and unstructured, behavioural and cognitive, interactiveand solitary, abstract and specific – are used to develop leadership practice,supported by extensive coaching and mentoring processes.Thereis nothing wrong with these elaborate methodologies per se, and the more theycan be combined to develop the person in a holistic sense, the more valuablethey become. If there is one certainty about leadership, it is its irreduciblenature. Butthey overemphasise the significance of style and the interpersonal dimension ofleadership. There is also a tendency to fudge the thorny old question ofwhether core leadership qualities can be developed. The assumption is that theycan, although no one is prepared to put money on it.Justas importantly, the model of management and organisation that lies behind thesedevelopment methods is not often born out in practice. And as with allfallacies that arise in the world of education and development, there is greatresistance to acknowledging this.CommunicatinggoalsThereis no point in developing leaders to set and communicate visionary, unifying goalsif, nowadays, these are largely meaningless to people. With few exceptions,most corporations, even the brand-based examples like Virgin or McDonald’s, areumbrella organisations made up of a changing population of stand-alonebusinesses. Forthat matter, in the new economy corporations can be expected to come and go atan unprecedented rate. Business leadership now is about creating the conditionsfor organisations to thrive as democratised internal markets, characterised byebb and flow in the fortunes of constituent business units. Thedevelopment process should reflect that, emphasising the need to managestakeholders, to understand empowerment and to preside judiciously over thepolitical system that, in truth, is the essence of all organisations. The taskof leading a business unit mirrors this. It involves treating the corporateenvironment as a marketplace, using power well and being an effectivepolitician. Only in small businesses that still own themselves, is the role ofthe leader confined to the simple luxury of pursuing entrepreneurial vision.Developmentneeds to stress both leadership content and process. Content is about what abusiness is trying to achieve, what it represents, its rationale. It isfundamentally to do with useable ideas that come from a depth of understandingof the business. In this way, what a business is not about also becomes clear.This implies a strong emphasis on honing analytical skills and knowledge. Incontrast, leadership process is associated with the use of power and pursuingcontent in the context of political opposition. For the leader of a businessunit this means setting the agenda and realising it in the face of potentialopposition from corporate executives as well as rivals in both the internal andexternal markets. In other words, business leadership requires rather more thanambition and integrity, essential as these may be. Stylewill not create content, and the interpersonal conventions of good leadershipare of little help in the thick of political negotiation. Few leadershipdevelopment programmes, for example, address the problem of how to use power ina principled way, what it takes to lobby effectively, or how one mightdistinguish between constructive and destructive political processes. And ifthe development agenda needs to change, so do the assumptions about what can bedeveloped and over what period of time. Inthe case of senior and top management, knowledge, cognitive skills andattitudes towards power are hardly malleable, but they are at least susceptibleto change. With the right process, development can be rapid, although it is notusually. It always extends beyond a training intervention. Heartof leadershipSignificanttransitions in style, interaction patterns and qualities like ambition takemuch longer still, if they ever occur. This is a fundamental point that goes tothe heart of what makes someone a leader. Inthat respect, it is more realistic to help people be who they already are,warts and all, rather than become people they are not, and probably do not wantto be.Astrainers and developers, what does this tell us about business leaderdevelopment? First, that we would do well to remind ourselves of how theprocess of becoming a leader is a lifelong one. It embraces most, if not all,aspects of the self. Second,carefully crafted development methods are not necessarily relevant ones, nomatter how assiduously applied. After all, if a thing is not worth doing, it isnot worth doing well. Leaderdevelopment processes now need to stress business knowledge, organisationalanalysis and the use of power and politics at the expense of style and theinterpersonal dimension. Finally,and perhaps most important of all, we must be clear that what counted asbusiness leadership for most of the 20th century is less appropriate asorganisations are transformed by revolutionary shifts in the businessenvironment. No wonder there is still so much disagreement about the definitionof leadership.DavidButcher is director of the Business Leaders’ Programme at Cranfield School ofManagement.Butcher’stips for grooming top dogs–Think of leadership as being to do with the whole person, not a set of skillsand personal qualities.–Help leaders to be effective as themselves, not as a person they do not reallywant to become.–Focus them on understanding their business and industry in greater depth – itis a breeding ground for great ideas.–Get them to think constructively about the inevitable politics within theirbusiness, and to build their own power base.–Tell them not to worry too much about style and interpersonal skills, but tofocus on building relationships – their communication blemishes will beforgiven, but not their motives.–Remind them that they cannot be a friend to everyone – high-quality, trustingrelationships are a scarce commodity in business and they have to choose well. Previous Article Next Article Comments are closed. Related posts:No related photos.last_img read more

Decent lipgloss a career essential

first_img Comments are closed. Decent lipgloss a career essentialOn 27 Nov 2001 in Personnel Today Previous Article Next Article Related posts:No related photos. If women do not reach for the lipstick before work they are likely to beviewed as unprofessional by company directors, claims research releasedyesterday. Directors in the North are the least politically correct, with 68 per centof them believing that women who wear make-up look more professional than thosewho do not. Just under half of the directors in the South favour female staff wearingmake up. The Fifth Annual Aziz Management Communications Index also shows that 17 percent of directors claim that women who do not wear make-up look like they”cannot be bothered to make an effort”, and 11 per cent are morelikely to employ women who have taken time over their mascara and lipgloss. Larger companies are more prejudiced against non-make-up wearing women thansmaller ones, according to the survey of 100 company directors. Nearly two-thirds of directors in firms with a turnover of more than £30mprefer women in make-up. Khalid Aziz, chairman of communications consultancy Aziz Corporation, said,”Our survey might not be politically correct, but it demonstrates theimportance of appearance. While wearing make-up does not mean you are better atyour job than someone who does not, looking well-groomed always conveysprofessionalism.” last_img read more

Feared changes on consultation are now unlikely

first_imgRelated posts:No related photos. Comments are closed. The European directive on staff consultation is set to be finalised thisweek without the controversial changes that had been worrying UK employers. HR professionals feared the European Parliament would implement aone-size-fits-all approach that included prescriptive sanctions againstemployers who fail to consult when restructuring their businesses. It threatened to overturn the deal won by Tony Blair in June. It is believedintensive talks between the European Parliament, Council of Ministers andEuropean Commission have resulted in a toning down in the requirement for toughsanctions. However, there is likely to be a one-year reduction in the implementationdate for employers with between 50 and 99 staff. These companies still have sixyears before the rules apply. A CBI spokesman said, “We had been concerned the carefully draftedcompromise position agreed in June would be made much tougher with severaldamaging amendments.” Previous Article Next Article Feared changes on consultation are now unlikelyOn 18 Dec 2001 in Personnel Todaylast_img read more

Regional gap in managerial pay

first_img Previous Article Next Article Regionalpay variation for managers is larger than that of manual staff, according to anOffice of National Statistics report.Thereport claims the difference occurs because employers base managerial salarieson local house prices.Thesurvey, published in Incomes Data Services’ Management Pay Review, showsmanagement salaries regionally differ by up to 50 per cent compared to 30 percent for manual employees. The average earnings of managers in largeorganisations in the UK is nearly £113,000. But the average managerial pay inLondon is almost £139,000, compared to Scottish managers who earn on averageless than £58,000.TheIDS report says: “Rather than managerial pay running at similar levels acrossmost of the country while manual wages vary greatly, the reverse seems to bethe case.”Thereport claims regional differences are linked to employers setting managerialpay based on the local cost of living, in particular house prices. IDS comparedregional managerial salaries to house prices and claimed “a remarkably closefit” Related posts:No related photos. Comments are closed. Regional gap in managerial payOn 30 Apr 2002 in Personnel Todaylast_img read more

Coming to a screen near you

first_img Previous Article Next Article Technologyis plays an important role in HR, but what are the next big initiatives? KeithRodgers asked five software specialists to outline how advances in IT willimpact on HR professionalsThe software industry is notorious for developing applications way ahead ofthe business community’s readiness to implement them, and IT in HR is noexception. Concepts such as employee self-service have been touted for years,yet it’s only comparatively recently that applications have begun to be adoptedby mainstream users. Take-up of several other technologies, such as strategicHR analytics or e-learning, still lags some distance behind the marketing hype.Predicting the next trends in HRIT is an odd mixture of the familiar and thenew. The next ‘big thing’ in some areas of HR is not the emergence of newinitiatives, but the adoption of technologies that are at last beginning tomature. The key questions are: can the IT developer community meet userrequirements in these areas – and are the conditions right for users to takethe plunge and invest? What is clear, is that the HRIT software market reflects the development ofthe HR industry itself, as it moves from its historical focus on administrationto a strategic role at the frontline of business. Automating or outsourcing basic process tasks is just the starting point:real value is being delivered through new ways of interacting with employees,capturing their knowledge, measuring their performance and capabilities andfeeding that back into the business to create a cycle of perpetual improvement.Getting a basic task such as payroll right is still critical, but undertakingpredictive workforce modelling is the kind of area where competitive edge canreally be gained. Personnel Today asked five senior representatives of major software vendorsto map out their vision of the future of HRIT in six key areas: eHR, HRprocesses, knowledge management, training and learning, analytics and HRintegration. While there is common ground in some basic assumptions about the waythe sector will evolve, perceptions differ significantly in several key areas.In part that reflects the different positioning of major software vendors, butit reflects more advanced take-up in the US compared to Europe, and itreinforces the varied evolutionary pace of the industry itself. The HR Software Show takes place 26-27 June 2002 at Hall 1, BarbicanCentre, London.eHRMichaelBlair, CEO, Cyborg Systems (US)The biggestchallenge is the change management process – getting employees, managers andexecutives to rethink. In self-service, most companies are well intoimplementing the basic ‘name and address’ type changes. Now, they’re doing morestrategic things such as management reviews and approvals, so they can push outto the line managers. Portal capability is now almost a requirement.JoelSummers, senior vice president, human resource management systems development,Oracle (US)We’ve been talking about self-servicefor years, but the internet has now provided the capability. In the old days itwas employee-oriented – now it is rapidly moving into the line manager arena, andthat’s a critical aspect. Self-service has to succeed for analytics to succeed.Analytics are only as good as the data – if the data’s not accurate or timely,then it’s the old ‘garbage in, garbage out’ story. And portals are the key tomaking analytics successful, delivering analytics to managers, to c-levelofficers – delivering information on a daily basis. The portal is what makessense of it all.Liz Wilson, HCM strategy managerEMEA, PeoplesoftWe stillsee a slightly muddled view as to how users are going to deploy theirenterprise portals. There’s some confusion about how an employee portal couldsit under an umbrella portal for the enterprise [incorporating customers,partners and suppliers]. If the employee portal is already integrated with theHR database, that’s a big advantage – if anything’s going to stop thedeployment of portals, it will be when organisations have to do the integrationwith the back-office themselves. MarkBardoe, marketing director, meta4Ayear ago, it seemed 85 per cent of vendors were talking about eHR. When Ilooked at the number of companies doing it, a lot were experimenting, but therewasn’t wholesale adoption. What’s driving a lot of sales now, is the need for aclear return on investment. I think employee portals are the next big thing. HRis not driving the adoption of enterprise portals, but once companies startbuilding them, they will realise HR should be integrated first.SherryOlson,group product manager, human resource management, Microsoft Great PlainsBusiness Solutions (US)Thenext big move in self-service will be to extend it out to the rest of theorganisation. It’s not just an application for HR, it will be a source ofanalysis for the rest of the organisation. Specifically, it will fully equipmanagers with their own, personalised portals to manage their direct reports.Another big trend will be to allow suppliers, partners, vendors, retirees,contractors and other external users, to have access to the information.HRprocessMichaelBlair, CEO, Cyborg Systems (US)Theseadministrative functions have to be done. The closer you can integrate them tothe rest of your web strategy the better. There’s a lot of value in puttingpayroll advice on the web for people to look at. The ideal is to take theadministrative functions and have them work seamlessly with the rest of yourportal and web strategy. The danger is if companies have, say, an isolatedpayroll system and keep it – that strategy will probably cause problems.Joel Summers, senior vicepresident, human resource management systems development, Oracle (US)There’s a huge emphasis onglobalisation. The CEO wants to see what the global headcount is, and global trainingis a key aspect of the process. In terms of trends to or away from processoutsourcing, I’ve been in this business 25 years and I call it breathing:Outsource, insource, outsource, insource…LizWilson, HCM strategy manager EMEA, PeoplesoftYoucertainly want to have these processes more automated. In terms of outsourcing,there’s no huge trend one way or the other. Payroll is one area that’straditionally been outsourced, but some companies this year have moved fromoutsourcing to insourcing. There are two factors here – cost and ease ofreporting.MarkBardoe, marketing director, meta4HRtends to be 80 per cent the same wherever you go in the world – but there is nosuch thing as global HR. So outsource it – let someone else deal withmulti-jurisdictional payroll. I don’t view functions such as time andattendance as strategic HR applications.SherryOlson,group product manager, human resource management, Microsoft Great PlainsBusiness Solutions (US)Process-basedtechnologies can give a competitive edge if they complement existingapplications and can be seamlessly integrated. There will be competitive advantages realised by vendors who are able toblur the line between on-premise and off-premise HR functions to offercustomers options on deployment.KnowledgemanagementMichael Blair, CEO, Cyborg Systems(US)This is akey component of any analytics strategy. Some early KM systems were one-off andisolated, and since they didn’t have all the data that was in the organisation,there wasn’t much knowledge to manage. JoelSummers, senior vice president, human resource management systems development,Oracle (US)There are two areas – in vitro and invivo. In vivo is knowledge you carry round your head. From the HR perspective,in vivo has been the key focal point. But now there is a need to captureknowledge and transfer it into different media. The question is who is going toown in vitro knowledge management?LizWilson, HCM strategy manager EMEA, PeoplesoftThe issueis how quickly organisations can get to the information. If you have easyaccess to your own website, maybe you don’t need a KM system – if you’ve got agood search engine, you should be able to find the information. We see it as apart of learning. It should encompass every type of learning, not just onlinecourses or classroom-based training – it could be access to a journal over theweb.Mark Bardoe, marketing director,meta4KMis a very confused market – it hasn’t taken off in the way people expected. Butin certain areas we’re really getting excited. KM in the portal environment isreally going to help create the business case. Where people find a clear ROI isin areas such as indexing expertise and internal rating of knowledge.SherryOlson,group product manager, human resource management, Microsoft Great PlainsBusiness Solutions (US)Flexibility,communication and information could define the evolving organisation. More thanever, businesses are interdependent and will collaborate through businessnetworks. Internally, business organisation will become more informal withblurred boundaries between departments and tasks, with administrative tasksslowly disappearing.Trainingand learningMichael Blair, CEO, Cyborg Systems(US)Because ofthe economic slowdown, some companies said they were just not going to spend ontraining. But by implementing good e-learning, customers have saved a fortunein terms of what they used to spend. It is becoming critical – the workforcehas to retool every year because of technology change, and you need a goodongoing learning process for employees. JoelSummers, senior vice president, human resource management systems development,Oracle (US)Blended learning is the mostimportant thing. There’s instructor-led and technology-led learning, and I haveto have them together. If I’m a learning management vendor, I’m not so focused on employee development, I’m providinglearning. If I’m HR, I’m focused on the development of the workforce.Therefore, the key is blended learning – the results have to come back into HRfor competency assessment, for training plans and so on.LizWilson, HCM strategy manager EMEA, PeoplesoftEnterpriselearning is not just about employees, it is for anyone who’s interested.Customers may need to learn about products, while partners and suppliers needto have learning experiences. Take-up of learning management systems is to dowith the integration of different types of learning, the ease with which peoplecan access information, the relevance for them and how learning can be tied tobusiness objectives. MarkBardoe, marketing director, meta4Thecost argument in e-learning is superb. There has never been a very high levelof satisfaction with it – for effectiveness, it’s been a mix of e-learning andtraditional methods. But people are a lot more comfortable learning throughtechnology now – I think it will take off.SherryOlson,group product manager, human resource management, Microsoft Great PlainsBusiness Solutions (US)E-learningadoption will accelerate for Fortune 1000 companies as they look to educate aglobal workforce while trimming test and evaluation expenses to help the bottomline. Smaller companies will begin investigating the e-learning market over thenext year or two. But until the cost of deploying and maintaining e-learningcontent decreases, these companies will be more reliant on self study, e-mailand local learning opportunities to educate their workforce.Analytics (dataanalysis)Michael Blair, CEO, Cyborg Systems(US)It isbeginning to happen, the tools are certainly there. It’s about getting the dataorganised and getting data from outside the organisation. You do get into achicken and egg situation – you need the processes to get timely data toanalyse, but you need analytics to figure out what processes to focus on first.You’ve got to get corporate strategy agreed on – that should set the directionfor HR. If you’re not plugged in with the business goals and objectives, yourstrategy won’t be effective.JoelSummers, senior vice president, human resource management systems development,Oracle (US)The words ‘daily businessintelligence’ are very important – so you can see what’s happening today.Drill-down by manager is also a key aspect – if you really want theinformation, you also want accountability and responsibility. The key tosuccess will be publication through the portal – get it on the desktop and theywill use the data.LizWilson, HCM strategy manager EMEA, PeoplesoftWe’reexpecting gradual adoption – a lot of organisations haven’t got the basic datathey need before they put in the analytics. Compensation planning is a hugearea – there are so many variables, you have to have really good analyticaltools to do scenario planning. There are two ways of looking at it: theoperational view of retention, for example, and the strategic perspective,which is saying, ‘what can we do proactively to stop increases in staffturnover?’ And HR analytics shouldn’t be seen in isolation. There’s an awfullot of useful information coming out of customer relationship management, forexample, that HR can use.Mark Bardoe, marketing director,meta4Thesoftware market was very much ahead of users, particularly in terms ofbenchmarking, organisational effectiveness and performance management. Ithought that would drive the growth of HR metrics, but HR doesn’t seem to havethe power in some organisations. I think it will change when it incorporatesempirical data from outside the organisation – the larger an organisation gets,the more it will look at key indices of performance. Only when it startsproving its value will companies start implementing it.SherryOlson,group product manager, human resource management, Microsoft Great PlainsBusiness Solutions (US)HRanalytic software, and analytic software in general, is not easy to use. Withworkforce expenses being the number one liability on any company’s balancesheet, operational and strategic HR analytics will emerge as key data points inoverall business performance. The HR department needs to identify otherdepartmental key performance indicators (for example, finance and IT) and draw correlations between HR-specifickey performance indicators that  relatedirectly to business performance.IntegrationMichaelBlair, CEO, Cyborg Systems (US)Being ableto seamlessly move information around is critical. That’s why people areexcited about things like XML that give standard, open ways to move informationand data around. The global non-profit HR/XML Consortium [an organisationcomprising HR vendors, end-users and job boards] is trying to do that for theHR community.Joel Summers, senior vicepresident, human resource management systems development, Oracle (US)The integration we look at is theintegration of information. Open interfaces are an incredibly important part ofinformation exchange, and XML is one of the most strategic areas ofcross-system integration. There’s a feeling that companies have done a good jobof integrating processes. But what I’m hearing is pressure for higher levels ofinformation in organisations – for example, knowing employee spend on anongoing basis. The drivers for integration are the highest-level executives andmanagers in the organisation, but I think it is something that HR professionalshave been asking for.Liz Wilson, HCM strategy managerEMEA, PeoplesoftIf HR isgoing to move into a strategic role, it has to have basic informationavailable. There have to be accurate facts and figures on the organisation –and HR won’t get them unless there is an integrated view.Mark Bardoe, marketing director,meta4Whenyou talk about classic HR process optimisation, those processes haven’tchanged. But we’re beginning to find companies not just looking at HRprocesses, but at things like employee retention. As we’re integrating thoseprocesses, HR seems to step outside the classic enterprise resource planningboundaries. Now, the new processes for business improvement are enterprise-wide.SherryOlson,group product manager, human resource management, Microsoft Great PlainsBusiness Solutions (US)Enterprise-wideintegration is strategically crucial for HRM to broaden the functionalfootprint across the organisation. Traditional silos are going away anddatabases need to support workforces as they become more agile and reportinglines become more transparent. This raises the need to integrate human resourceand payroll data, such as skills, resource availability and costs, as well asfront office applications like customer relationship management and personnelservices automation. Comments are closed. Coming to a screen near youOn 25 Jun 2002 in Personnel Today Related posts:No related photos.last_img read more

War on terrorism

first_img Previous Article Next Article Related posts:No related photos. The UK’s war on terrorism and its increasing role in overseas conflicts ishelping the British Army to recruit. The Army’s head of manning said increased action, such as in Afghanistan(left), more media coverage and the changing role of soldiers is improvingrecruitment and retention. Brigadier Andrew Craig told Personnel Today around 1,000 recruits joined thearmy this year – 300 more than last year – while staff turnover levels areamong the best ever at 6 per cent. He said: “More action definitely helps, it works both ways but I see itas a plus. Some people are turned off by it but that’s more than outweighed bythe youngsters who see this as exciting and worthwhile.” Comments are closed. War on terrorismOn 6 Aug 2002 in Personnel Todaylast_img read more

Keen to move to managerial role

first_imgI am currently an HR adviser and keen to move into an HR manager role. Whatinfor-mation should I include on my CV to make the best first impression? Johanna Simons, consultant, Macmillan Davies Hodes You are obviously already aware that your CV is the most important documentto make a first impression when contacting a prospective employer. To getnoticed, it must be presentable and interesting with the objective ofconvincing employers that you have the skills, experience and compatibility todo the job. Your CV will set the agenda for the interview, so ensure that it isachievement-orientated, as this will also remind the interviewer what you canoffer their organisation. If you are looking for a promotion to manager level,you should include areas such as previous management responsibility, projectsyou have led or been involved with, deputising experience, budgetresponsibility, and the level of interface you had with your clients. Keep it simple, using headings and bullet points to focus on keyinformation. It is essential to include your personal details, career historyincluding responsibilities and achievements, education and qualifications, andI also recommend that you add some personal information and a personal profile.Victoria Wall, managing director, Victoria Wall Associates To make this move you should highlight the experience on your CV mostrelevant to the new role. If you are CIPD qualified, this should be made clearearly on in your CV together with any other relevant qualifications. Highlight any key responsibilities and initiatives you have implemented andexpand upon the management side of your role, particularly with regards to anysupervisory responsibilities or leadership roles you have taken on. List allthe areas of HR that you have advised on and who your internal client group is.You should also include details of any relevant training courses andseminars that you have attended. Your CV should focus on the project andmanagement sides of your role, rather than the administrative areas. Peter Sell, joint managing director, DMS Consultancy The most important information a prospective employer is looking for is yourHR experience. They will be particularly interested in the level at which youhave been working. If you take recruitment and selection as an example, ensure you highlightvacancies at management level, rather than the admin you have been involved in.Give examples of any projects that are not normally part of an HR adviser’sjob. Do not just list responsibilities, write your activities as achievements. If you have staff working for you, include numbers and levels. Have you beenable to demonstrate an innovative approach to an issue in your organisation? Ifso, add this to your list of achievements. Finally, remember to list jobs first, starting with your current one,followed by your highest qualifications. If you have CIPD membership orrelevant training, then include that after your job history. Comments are closed. Keen to move to managerial roleOn 24 Sep 2002 in Personnel Today Previous Article Next Article Related posts:No related photos.last_img read more

Snowdrop Systems Award for Communications Strategy

first_img Previous Article Next Article Comments are closed. Snowdrop Systems Award for Communications StrategyOn 22 Oct 2002 in Personnel Today This award is aimed at HR teams who have used employee communication effectivelyto support business objectives or support organisational change. Entries shouldexplain how they identified the right method of communication, plannedeffectively and measured the impact of the strategy on staff. The judge willlook for the appropriate use of technology and other materials.Category judgeDominic Paul is the people and customer services director for Go. He hasresponsibility for the airline’s training, recruitment, internal communicationsand customer services. Prior to this he held various roles at British Airways,including general manager Ukraine, where he set up the BA operation, andvarious posts in Vienna.VenturaInternal communications teamAbout the company Ventura provides outsourced customer contact centre solutions for firms suchas O2, Woolwich Building Society, Amerada, Kingfisher Group, Northern Rock andFreeserve. It has more than 30 years’ experience and is based in Leeds andRotherham The challenge To develop communications to ensure all employees understand and recognisetheir individual importance to the firm’s success What the company did – Employee survey – Developed processes to encourage two-way dialogue – Management training to improve their communication of the firm’s messages – Encouraged staff to provide ideas and take part in an overhaul of thesystem – Electronic communication delivered by a cascading system from directorsdown – Feedback encouraged at all times Benefits and achievements – Increased use of intranet as an information portal – Monthly electronic and print information bulletins created – Regular Q&A forums between company directors and staff – Company magazine overhauled to make it more relevant – Staff polls generate an average response of 75 per cent Dominic Paul says: “I liked Ventura’s rigorous approach tocommunication and its effective use of multiple communication channels. Itsconstant focus on company goals was excellent, and ensured consistency andalignment. The teamNo. in team 42 in HR team, 1 in internal communications team Staff responsible for 3,510 Paul Hart consultation andcommunication representativeBecky Atkins consultation and communication representativeVicki Moffatt consultation and communication representativeNicky Shaw internal communications officerBev Ewing HR services general managerWokingham District CouncilPersonnel DivisionAbout the company Wokingham is a unitary council that provides a range of council services,including social services, education and environmental services. It is based onthe M4 corridor in Berkshire and has a catchment population of approximately146,000 people The challenge To refresh communications with employees within a tightly resourced localauthority that has both office-based and mobile staff What the company did – Employee opinion survey – Team briefing mechanisms created to assess horizontal and verticalcommunication – Roadshows to encourage ideas from staff – Worked closely with trade unions – Feedback from consultations acted upon and posted on intranet Benefits and achievements – 54 per cent response to staff survey (849 people) – Nearly 800 people attended roadshows – Recommended for Investors in People after just 18 months – Cascading information flow introduced to increase staff awareness of thecouncil’s achievements, values and aims Dominic Paul says: “An excellent low cost, practical approach toimproving the performance of the council. I particularly liked the fact thatthe personnel division was driving change and improvement throughout theorganisation.” The teamNo. in team 20 in HR team, 3 in communications division Staff responsible for 5,000 Jackie Wiltshire head of personnelAlasdair Robertson organisation and development managerKaren Jordan marketing and communications managerCarole Samuda consultation officerSafeway StoresHR divisionAbout the company Safeway has more than 480 stores nationwide. Half of Safeway’s sales comefrom its 183 superstores. Typically, one store would employ around 250 staffand sell a range of up to 22,000 products The challenge To be business-focused and open in all communications to all colleagues atall levels and to actively seek two-way communication What the company did – Company-wide meeting using video links and forum presentations – Open invitation to focus group discussions with the CEO – MORI climate survey for the whole of Safeway – Internal advertising campaign using posters, cards and meetings – HR focus groups created Benefits and achievements – Investors in People accreditation – Creation of company magazine – Unified communications strategy developed across the group – Shift from a management culture to a coaching culture – Increased feedback from staff Dominic Paul says: “I liked Safeway’s back to basics approach and itspractical implementation of ideas. I think the HR division in Safeway isclearly helping to drive overall company performance. I also think its campaignwas cost effective – which is critical for the future credibility of HR.” The teamNo. in team 195 in HR team, 8 in culture team  Staff responsible for 92,000 Jim White HR directorFiona Bailey director for cultureClaire Smith people potential executive Becky Ivers learning and development managerThe sponsorSnowdropSystems delivers highly scaleable and sophisticated HR systems worldwide. Afresh approach to systems implementation and support plus a reputation forcreativity has fuelled Snowdrop’s rapid growth to a strong market position. A95 per cent client retention rate shows Snowdrop’s commitment to successfullong-term business relationships achieved by its unique ‘partnership’ approach. Related posts:No related photos.last_img read more

… in brief

first_imgThis week’s news in briefLaunched today! A website exclusively for professional interim HR managers and directors.Interim – helps bring your next assignment to you – lets you network with other interim HR professionals – lets you post offers of help to other members – plus tons of useful resources – And it’s free! www.interimHRtoday.comFund manager sued UK fund manager Schroders has been hit with a multi-million dollar lawsuitby former top executive Sharon Haugh, 56, who lost her New York-based job inMay. Haugh, who had worked for Schroders for 20 years, claims chief executiveMichael Dobson sacked her “solely based on her age”. Her lawsuitclaims Dobson said he “wanted someone younger”. She also claims thereis a history of age discrimination at Schroders. Retail SSC launched The newly formed Sector Skills Council for the retail industry, Skill-smart,has been officially launched and presented with a licence to operate. Ministerfor Adult Skills Ivan Lewis awarded the licence to the new chairwoman, BelindaEarl, chief executive of Debenhams. Skill-smart will focus on developing askilled and motivated workforce with productivity central to improving businesssuccess in the sector. jobs boost Tesco is recruiting 17,000 staff to deal with increased demand and ensureits stores are fully stocked during the Christmas period. The supermarket chainwill employ 5,000 permanent staff to add to its current workforce of more than200,000. It is also recruiting 12,000 seasonal staff to work at its 730supermarkets. … in briefOn 15 Oct 2002 in Personnel Today Comments are closed. Previous Article Next Article Related posts:No related photos.last_img read more

Bookmark of the month

first_img Previous Article Next Article Bookmark of the monthOn 1 Jun 2003 in Personnel Today Related posts:No related photos. Comments are closed. Management issues upon a time, everything on the net was free until web publishersquickly realised they couldn’t run their sites on fresh air. This led many websurfers to be sceptical about how good free-to-access information sites were –particularly if the source was unknown. Thankfully, some reliable, independent,free havens can still be found and Management Issues is certainly one of them.It achieves exactly what its name suggests and covers all the workplace issuesof the day in some way using an expansive network of journalists, news and infosources and industry experts. Content ranges from e-learning case studies toevent listings to hot topics, where instant feedback forms at the end of eachpiece allow you to have your say in the most convenient way. Add to this aclean, easy-to-navigate design and you’ve got a handy one-stop workplacewebsite. It even helps you find a freelance journalist – should you ever needone. last_img read more

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