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  • HR Most Influential 2011 | People Updates | Sara Edwards joins Cafe Rouge owner Tragus as group HR director
    win a cash prize https t co PnKeI8Y0UM Friday 02 Nov 2012 Sara Edwards joins Cafe Rouge owner Tragus as group HR director Sara Edwards former vice president human resources at Orient Express and 17 on the HR Most Influential Practitioner 2012 ranking has joined Tragus Group as group HR director Tragus is one of the largest restaurant companies in the UK and includes Bella Italia Café Rouge and Strada

    Original URL path: http://www.hrmostinfluential.co.uk/people-updates/sara-edwards-cafe-rouge-tragus (2016-02-14)
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  • HR Most Influential 2011 | People Updates | The HR profession: Our own worst enemies
    a unique position in having to get to the bottom of disciplines in which they have no personal or indeed practical background And part of their job is on occasion to try and make sense out of nonsense Cutting through HR babble I once spoke to a freelance journalist on something or another he was writing on an HR topic and he said our conversation had been illuminating since he could very seldom work out what the devil HR people were on about as they speak a lot of indecipherable HR babble I m sure Louisa herself in her HR reporting days must have got heartily sick of the endless self referential debates within the profession on whether or not HR is strategic and should have a place at the top table It has to be admitted that when the same debate goes on not only year after year but decade after decade we are not exactly doing ourselves any favours in the image stakes A few years ago I was invited to pitch an idea to a publisher of HR books My idea for which I submitted a synopsis and chapter headings was for something to be entitled The Little Book of HR Nonsense When I mentioned this to a fellow HR director as quick as a flash she said That s likely to turn out to be a very big book though isn t it I found it difficult to deny this observation In the event the publisher didn t like my idea and invited me to write something on change management instead which I declined since that s a topic that lends itself to more abstractions than most if you try and spin it out to book length I personally believe that when HR is practised well within an organisation because the practitioners have been credible and influential enough to get the top team behind what needs to be done then it is the single most vital contributor to sustainable high performance Louisa Peacock would probably laugh in my face at this assertion But in their 10 year longitudinal study of organisations Beyond Performance Scott Keller and Colin Price found that of the 37 practices or behaviours that distinguished the sustainably excellent companies well over half of these fell within the remit of HR and organisational development The problem is that very often HR is not practised well Too many HR people have had their heads befuddled with the over conceptualised twaddle that appears in HR books and magazines They buy into initiatives for the sake of initiatives and do not practice evidence based HR And if that sounds like I m slipping into fluffy HR isms what I mean is I recommend using your common sense and problem solving skills making a sound and simple business case with anticipated bottom line measurements in advance of embarking on new approaches Be an enabler Working in partnership with line and senior managers instead of in opposition to them

    Original URL path: http://www.hrmostinfluential.co.uk/people-updates/the-hr-profession-our-own-worst-enemies (2016-02-14)
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  • HR Most Influential 2011 | People Updates | The people philosopher: exclusive interview with Charles Handy
    the board of directors or sack them They are basically punters at a racecourse and if they don t think something is doing well they take their money out The perfect organisation believes Handy is small with a flat structure There is reliable anthropological evidence that once you get above 150 you don t know all the people he explains You can stretch this through the way you divide the organisation you could get up to roughly 500 people A good school can go up to circa 600 people because those people are there for five to six years and a good head would know all of them But given many organisations today are large complex and global he is a strong advocate of federalism a concept he espouses in The Empty Raincoat and later in The Elephant and the Flea If you are going to have to be big then for God s sake keep the component bits small and give as much independence as possible he states This can be achieved he believes through the concept of twin citizenship a historic principle of federalism Handy believes is not well understood Just as you can be proud of being Californian but still be American so you can be proud of being a little unit in Scotland but still part of something bigger he says As such he is scathing about corporate branding pointing to Aviva as just one of the companies that have replaced well recognised brands in this case Norwich Union and Hibernian in Ireland with corporate entities I think they are crazy stupid names mean nothing Companies say to maintain a global company you have got to have a global brand I say nonsense you can have your own identity People can t relate to anything that is too big he says To enable a federal company to work it needs reverse delegation Handy explains The constituent parts have to say what the centre has Typically the centre has new money and new direction the strategy and money for investment It also controls a core group of people and will want to run the information system It will likely retain some legal division and sometimes HR which could be given to one of the constituent companies to run on behalf of the whole There is a small centre but it is quite powerful But no one is doing this perfectly he says So why hasn t business adopted this organisational structure Handy believes it is because the centre wants power and doesn t trust the parts You see it in governments that say they want to de centralise and then end by building up the centre If you want to do this you have to give financial responsibility It is the same in business The parts should be allowed to keep the money they need to run the business and pass on a dividend to the centre So for example if they want to pay people differently they can do HR is just as bad it wants everyone to do the same appraisal system or whatever The important point is that the centre should not be about current money it is about new money He is circumspect about the fact that no one has been able to make this system work well My job is to spell out the basic principles The danger is that over time the tweaks become more dominant than the principles he says With challenging theories such as this it is no wonder Handy has sold nearly two million copies of his books globally Those who voted for him in HR s Most Influential 2011 described him as the original a great thinker and communicator and someone others only imitate His ideas are innovative and reflective says one HR director while another says he is a baseline must read He is inspiring and despite a body of work that goes back more than three decades his theories still stand today While his family points to his autobiography Myself and Other More Important Matters William Heinemann as his best book Handy s own favourite work is Hungry Spirit Random House in which he sets out his vision of what capitalism could be about He starts it with an African proverb that says there are two types of hunger hunger for food and hunger for meaning in what we do I address the spiritual hunger he explains This is not often found in large organisations which are a prison to the human soul to a large extent Addressing this hunger is important because work is still the dominant determinant of our lives believes Handy Work is essential to society My thesis is that work is changing It is becoming ever more individualistic This is both problem and opportunity In a splintering society we need other kinds of ways to bond people together Work is absolutely critical to society it changes and defines it Work may indeed do this but for many in business it is Handy himself the self styled social philosopher who is really changing and defining work today A Handy guide Charles Handy has been writing and broadcasting about organisational behaviour and management for more than three decades and is a must read for people in the field One HR director describes him as being as close to a people philosopher as you can get In July 2006 Handy was conferred with an honorary doctor of laws by Trinity College Dublin Born the son of a Church of Ireland archdeacon Handy was educated as a boarder at Bromsgrove School near Birmingham and Oriel College Oxford His business career started in marketing at Shell International where he worked from 1956 1965 He was an economist at Charter Consolidated between 1965 1966 and an international faculty fellow at MIT between 1966 1967 He was a co founder of the London Business School working there between 1967 and 1995 He has been warden at St George

    Original URL path: http://www.hrmostinfluential.co.uk/people-updates/the-people-philosopher-exclusive-interview-with-charles-handy (2016-02-14)
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  • HR Most Influential 2011 | People Updates | Will Hutton launches Big Innovation Centre
    Big Innovation Centre is an initiative from The Work Foundation and Lancaster University to be launched today with the backing of business secretary Vince Cable leading businesses and universities Its inaugural report says the Government must act now to adopt a strategy of collaborative entrepreneurial investment in those areas likely to bring the greatest dividends in growth and jobs The report argues that without major change the country faces stagnating living standards mounting deprivation and a growing structural trade deficit The government must work alongside business and finance to invest in the UK s ability to take advantage of the enormous opportunities provided by emerging technologies chiefly the digital and low carbon economy health science and healthcare cyber security and virtual reality These are today s equivalents of the steam engine electricity or the internet the so called general purpose technologies GPTs that change the world and drive growth and job creation Will Hutton pictured chair of the Big Innovation Centre and co author of the report said Britain is in an economic corner and we must now innovate our way out of stagnation This requires a wholesale shift in the way we think about growth We need an enterprising state co creating with business and finance in short an innovation ecosystem Britain s patchwork of institutions networks and public agencies is not fit for purpose Too few firms and public bodies have a grip on how to benefit from open innovation the key to change in the twenty first century Backed by leading businesses the Big Innovation Centre aims to be the catalyst the UK so badly needs thinking influencing and just as importantly doing The state must take the lead on this because confidence among businesses is so fragile at present The government has already recognised the importance

    Original URL path: http://www.hrmostinfluential.co.uk/people-updates/will-hutton-launches-big-innovation-centre (2016-02-14)
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  • HR Most Influential 2011 | People Updates | Action points for employers when addressing well-being of employees
    Rightly they are all seen as essential aspects of daily life The same should be said of illness In reality 2 3 is a small proportion of our working lives What s more concerning is the amount of people who have stress or depression and who are still at work and the impact that has on productivity and business performance And this issue doesn t even show up in these statistics yet has a far more wide reaching impact For example did you know that one in six workers is currently experiencing mental health issues such as depression stress or anxiety According to research by Mental Health charity Mind the biggest cause of stress in people s lives more so than debt or financial problems is mental illness One in five people refrain from talking about their mental illness at work in fear of losing their jobs With this in mind there are three key actions that employers can take to be pro active in addressing the well being of their employees Be proactive Take proactive steps to break down the stigma of mental health and create a culture where fostering good mental health is part of good business practice We re seeing employers form alliances with these aims in mind and truly benefit from sharing experiences and articulating why good mental health is critical to business success Make evidence based decisions Use data analytics that provide the full picture Absence figures alone aren t enough to understand what is really at the heart of sickness levels Productivity and performance data can provide more insights and of course the employee s views and customer client satisfaction should all be analysed and considered in a connected fashion not piecemeal Educate your people A significant number of organisations provide access to support

    Original URL path: http://www.hrmostinfluential.co.uk/sponsors/action-points-for-employers-when-addressing-well-being-of-employees (2016-02-14)
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  • HR Most Influential 2011 | People Updates | Are you paying more tax and NI than you need?
    various means to remunerate their employees while reducing their costs Such measures include The use of tax and NICs efficient payments or benefits Expanding employee share ownership through approved share savings schemes The use of salary sacrifice arrangements and The use of workforce management to ensure that optimal hours are allocated across a workforce to minimise employer costs Employers are currently faced with the burden of paying 13 8 per cent in secondary National Insurance Contributions NICs for employees who earn over 7 488 per annum that s 144 per week or 624 per month For every pound paid under these limits the employer on costs are zero For every pound paid over these limits then the employer is charged an extra 13 8 pence And with Pension Reform Auto Enrolment coming along there is potentially a further initial one pence addition rising over time to an extra three pence So what are the alternatives and what can employers do to minimise their costs and potentially benefit employees HMRC allows employers to pay 4 per week or 18 per month tax and NICs free where the employee undertakes on a regular basis some work from home known as the guideline rate for home workers Mileage rates for use of private vehicles can also be maximised to save business travel expenses optimisation Smart Pensions are becoming widely used along with other salary sacrifice arrangements to facilitate provision of benefits in kind to employees and at the same time benefit from NIC savings For example for every 1 000 of employee pension contributions converted to a salary sacrifice employer contribution the employee saves an extra 120 and the employer saves 138 The same principle applies to the provision of Child Care Vouchers Employers with many part time workers can actively manage and

    Original URL path: http://www.hrmostinfluential.co.uk/sponsors/are-you-paying-more-tax-and-ni-than-you-need (2016-02-14)
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  • HR Most Influential 2011 | People Updates | Auto-enrolment: A chance to change reward offerings and drive engagement
    other factor that can be brought to bear on auto enrolment is that of employee engagement how many of our exec management teams have got their heads round the fact that increased engagement leads to more sales and improved customer service Bringing all these thoughts together and transforming reward and benefits can lead to more than just getting the new defined contribution pension plan compliant it can also help to bring otherwise unconnected employees back into the fold With this in mind we was recently talking to a head of reward who was analysing her organisation s flexible benefits scheme Understandably she was looking to minimise the auto enrolment cost and was exploring whether it was possible to do so through optimising existing salary sacrifice schemes One of the interesting facts that came out of her analysis was the number of people changing their options in a scheme that was 10 years old was more than 70 the employees were clearly signalling a shift in terms of their preferences Such an analysis in turn has implications for attracting and retaining talent and led to a much wider and comprehensive discussion on reward and benefits than the initial focus on auto enrolment may have suggested Just think what your organisation could do in terms of attraction and retention if it had the tools and mechanisms to really appeal to its target demographic Aligning the offering to suit your employee population could bring about improvements in employee engagement outcomes cost savings in purchasing and even tax efficiencies in some areas Targeting the benefits may even allow potential candidates to self select out of the recruitment process if it isn t really the kind of package that they are interested in potentially bringing down time to hire and recruitment costs The great thing

    Original URL path: http://www.hrmostinfluential.co.uk/sponsors/wwwhrmostinfluentialcom (2016-02-14)
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  • HR Most Influential 2011 | People Updates | Character + KnowHow = Impact
    more innovative and flexible On the service side our colleagues need to be able to understand our customers needs and take thousands of decisions a day so we can support our customers in their own businesses We will be successful as a company if we can impact our customers business in a positive way hundreds of times a day every day of the year The root of success to managing two distinct technology cultures and a decentralised service operation is to identify talent and manage our people well The difference for us in how we do this runs along two very distinct axes KnowHow Firstly we have worked hard with our colleagues to define our KnowHow These are the special skillsets or expertise which allow us to find and deliver value to our clients These may be product related for example payroll process or may be a broader capability for example risk reduction or tax optimisation these are often unique to Ceridian Often when making hiring decisions the thinking is predominantly along this axis which is only part of the equation Character Secondly we have worked again with our colleagues to define our Character With this element we have turned a competence framework into a set of distinct and unequivocal behaviour sets that define our business These behaviours are what govern our culture and how we relate to each other and our customers They have not been taken from the internet they have been defined by our talented colleagues based on what they believe makes a difference It is on this axis that much interesting work is being done today We are using this to help redefine the nine box grid to help redefine how we measure and reward and how we develop and use our own analytics technology on

    Original URL path: http://www.hrmostinfluential.co.uk/sponsors/character--knowhow--impact (2016-02-14)
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