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  • HR Most Influential 2011 | People Updates | Social media: helping employees feel better about their employers
    readers are probably most acquainted with has 200 million users Facebook with a younger and more gregarious user base has 1 billion users Twitter the recently floated micro blogging site with 500 million users Google used for sharing personal updates in multi formats with 500 million users Instagram used for sharing photos with 200 million users All of these sites help to unlock pockets of previously unused knowledge and create real value from it They are an excellent medium for the creation of new knowledge by facilitating collaboration across wide geographies and involving many more people than possible via traditional comms tools as well as encouraging its quick and wide distribution Some other social sites are less common currently but are clearly targeted at companies and break down all sorts of barriers and confidentiality Glassdoor where employees publicly post reviews of companies and colleagues and share reward information They also rate the CEO and management teams Similar information can be found on less global websites such as thejobcrowd ratemyemployer or jobadvisor Take five minutes now to look at any one of them you ll be taken aback by what you see The boundaries between inside and outside your company are thinner than ever So what makes them popular and what are the implications of this for employers People want to use social tools as a way of information gathering and dissemination Whether we like it or not our colleagues and our customers are talking about us and our companies The only choice for us is whether we engage in that debate or not Social media sites play to some basic human instincts around play achievement recognition competition and self expression All of these successful sites have points levels leaderboards ratings likes retweets badges etc This game thinking is often referred

    Original URL path: http://www.hrmostinfluential.co.uk/sponsors/helpingemployeesfeelbetter (2016-02-14)
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  • HR Most Influential 2011 | People Updates | Technology transforms the workplace
    over 600 people the theme was how technology is transforming the workplace and we were lucky enough to have Tom Standage digital editor of The Economist as a keynote speaker For those of you that have not heard him he s great he is one of those people who stretches your brain in many directions at once Some of his themes were interesting and showed a peek of how technology will impact how where and when we work For example the number of desktop and laptop devices is now relatively constant but the number of mobile devices has now outstripped them and is continuing to grow fast Previously technology inside of work was better than technology you used at home This is no longer the case and this is causing pressure for employers to be more flexible Bring your own device is the IT department s Arab Spring was one of his more amusing quotes If your software cannot use these new devices then it is increasingly becoming outdated and useless Increasingly people will not want to work with an employer whose infrastructure and tools are simply old The most interesting thought for me was one on the pace of change and how the workplace of the future might look in 20 years Some recent research shows the likelihood of certain jobs not existing in a couple of decades as a result of technology automating or replacing activities The obvious jobs most likely to be replaced were those involving repeatable or low value activities Less obvious was the pace of intelligent technology advancement taking automation into roles involving even moderately complex standardisable tasks This includes many jobs in customer service and even sales Those jobs where high levels of complex judgement or creativity exist such as senior management roles are

    Original URL path: http://www.hrmostinfluential.co.uk/sponsors/technology-transforms (2016-02-14)
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  • HR Most Influential 2011 | People Updates | The 4 Rs of HR
    by talk of four In fact no meeting would be complete without the use of at least one if not all of the following buzzwords results reward recognition and retirement We may be witnessing an economic recovery but there is still continued pressure on business results and this means that HR teams won t be looking at pay in isolation This year the type of results organisations are striving towards centre around profitable growth meaning that costs including pay will continue to be scrutinised heavily Our own Report on Jobs compiled with the help of the REC and Markit Economics suggests that the jobs market is steadily improving but this doesn t mean that better results will lead to better reward across every employee s desk On the contrary whilst the next twelve months are likely to be remembered as the year pay rises came back into fashion the good news will be couched by a clearer focus on individual results Those employees who are performing better or where market forces are demanding higher salaries for certain roles will be the ones to benefit Pressure on results also means that total reward spend will be examined more holistically than ever before by HR teams It should lead to line managers making evidence based decisions based on the return on investment they anticipate from each member of staff In other words now is an ideal opportunity for organisations to take stock of what they provide to employees in their total reward package Comprehensive data linked to other key people indicators are a vital tool for this if employers are to provide the most efficient and effective reward package to their staff and this is why organisations should ensure they have effective ROI measures in place Using data to make evidence based

    Original URL path: http://www.hrmostinfluential.co.uk/sponsors/4rshr (2016-02-14)
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  • HR Most Influential 2011 | People Updates | The 5Cs of talent risk
    taken a defensive posture when it comes to their talent management strategies with a heavy focus on the cost and retention of critical talent By not taking a broader look at their overall talent risks however organisations are missing opportunities to lay strong foundations for sustainable growth based on an agile and adaptable workforce whose profile is fully aligned to the business strategy and growth ambitions To get off the back foot it is necessary to survey in detail an organisation s talent risk profile Every organisation has one although it many cases it may not be assessed comprehensively One question to prompt a review of the talent risk profile is the old adage what keeps you awake at night Answering that will help but a little more rigour can be put into this assessment by focusing on the 5 Cs of talent risk First off there are capability risks essentially all the risks associated with building the skills required to compete now and in the future These are followed by capacity risks that focus on succession diversity and filling those roles critical to creating value in the organisation Costs risks on the other hand are all about the total cost of the workforce and its affordability Compliance risks must also be considered to ensure the organisation adheres to relevant laws and regulations And lastly there are connection risks often overlooked these should provide an indication about the extent to which staff and leadership are engaged and connected across the organisation and jointly working towards shared business goals On the basis of these 5 Cs KPMG recently surveyed over 1 200 organisations gathering responses from business and HR leaders in 54 different countries to understand in more detail what is happening in the talent space An early assessment of the

    Original URL path: http://www.hrmostinfluential.co.uk/sponsors/the-5cs-of-talent-risk (2016-02-14)
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  • HR Most Influential 2011 | People Updates | The value of HR – how to get in the driving seat at board level
    to recognise this fact and ensure it positions itself to add demonstrable value in taking a business forward At the end of the day it is just another organisational tool to ensure the successful delivery of a business strategy just like research and development production logistics finance sales and marketing HR does not need to have any higher purpose in life It should therefore stop beating itself up about how it is viewed And it should worry even less about the effects on the wider economy or local community of a lower employment rate resulting from hard business decisions it may have to make HR directors are responsible to the owners of the business not to the Department of Work and Pensions It needs to play a full role in the business not stand to one side HR needs to engage properly by being a part of and contributing to an organisation s progressive development It needs to be a team player Simple changes in approach such as always saying we rather they and line management can work wonders in dispelling misconceptions on how HR views its own role within a company s development If HR helps get the right people in the right place energised in the right way looking for the right linkages to make them do their job exceptionally well then it can make a real difference and major contribution to the business The difference that people can make in the delivery of business strategy though is clearly huge By employing and engaging with great people an organisation has an 80 chance of success Conversely recruit poor performers in the wrong job with the wrong motivation and the chances of business success can drop to 20 Great HR is a huge contributor to the gap between success

    Original URL path: http://www.hrmostinfluential.co.uk/sponsors/the-value-of-hr--how-to-get-in-the-driving-seat-at-board-level (2016-02-14)
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  • HR Most Influential 2011 | People Updates | Time to stop implementing generic models as gap between what business wants from HR and what it gets widens
    there is a gap and in all probability a growing gap between what most organisations would like their HR departments to deliver and what they actually get A recent Economist Intelligence Unit KPMG survey into the future of HR confirms this widening chasm Dave Ulrich one of the best known HR experts has described this credibility gap in simple terms He sees HR as the function that offers the greatest promise but consistently underperforms in reality That view appears to be supported by business leaders recently surveyed by KPMG asked whether they were impressed with their HR teams just 17 suggested they are currently doing a good job The qualitative analysis is similar Commenting on the role of HR within strategy creation the CEO of a global retailer had the following to say When the marketing director comes to the executive board meetings he presents data on our consumers and we are given enormous insight about their buying habits their aspirations their concerns and their hopes We have clear demographic data and we can predict with real accuracy how patterns will evolve But when HR presents information about our employees it is less precise less concise less insightful and less predictive Needless to say attitudes like this do not cheer HR professionals You only have to pick up an HR journal to see an editorial letter column or feature article commenting on the lack of status or credibility of the HR profession Articles such as Why We Hate HR What s Wrong with HR and Does HR Have a Future all point to a crisis of confidence and credibility It does not have to be like this But to make a difference HR has to stop looking for and implementing generic models and best practices The biggest indictment of the

    Original URL path: http://www.hrmostinfluential.co.uk/sponsors/stop-implementing-generic-hr-models (2016-02-14)
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  • HR Most Influential 2011 | People Updates | Trends in employee assistance programmes
    articles about this from a different perspective As we provide an Employee Assistance Programme EAP we hear plenty of issues These range from simple help me find childcare through to support for those struggling with complex psychological issues Trends in the issues we see suggest changes in how people are dealing with their lives inside and outside of work These include A rise in marital dispute questions An increased number of people are asking for support and information about how they might separate This will clearly lead to stress outside the workplace thereby impact around focus in the workplace It will also heighten financial issues Signs of both of these may be subtle and appear more emotionally charged than normal A rise in workplace stress Many companies have recently been in tactical cost cutting modes You would expect recent growth within the UK particularly to be wholly positive but interestingly we see a different side Demand increases are driving more activity within companies but employment levels in mid and senior management continue to reduce We are also seeing more radical corporate change agendas bigger restructurings or acquisitions Both of these are placing higher burdens on fewer key people Women being more open in asking for help Around two thirds of the people who use our services are female In contrast the working populations we cover are more evenly split between the genders Men are less frequent users of EAP and when they do contact us the issues have often become deeper and more difficult Finding ways to support both populations but in different ways will help More complex issues We are finding the people we deal with often have several issues that only when put together have tipped them into crisis These issues often span their personal life and the

    Original URL path: http://www.hrmostinfluential.co.uk/sponsors/trends-in-employee-assistance-programmes (2016-02-14)
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  • HR Most Influential 2011 | People Updates | Why don’t some HR directors ‘get’ global payroll outsourcing?
    find mature organisations which have typically grown through a mixture of organic growth mergers and acquisition do not know the basics about their workforce often their most important asset This includes but is certainly not limited to the number of heads in each country the monthly gross payroll costs and the payroll performance Which begs the questions did their employees get paid on time Organisations continue to tell us that they are challenged by the risk of non compliance in the countries in which they operate often due to the complexity of staying abreast of continually changing in country legislation And nor should organisations spend time away from their core business when there are experts and off the shelf solutions available The time needed to manage the complex business of paying their global workforce on time and accurately again takes organisations away from their core business It demands not only time but considerable investment in people process and technology And without synergy across countries the hope of central global payroll information can be nothing but a long term aspiration One example of the efficiency improvements available came from a manufacturing business which saw that they previously experienced huge problems with our previous suppliers we were facing major legal liabilities and payroll errors were impacting employee engagement Sixty per cent of management time was spent sorting out issues So why with all the challenges that they face in providing a global payroll service to their organisations don t some HR directors grasp and drive the lower risk route of outsourcing their payrolls to a provider that has all the experience know how people infrastructure and an out of the box solution The explosion of SaaS along with Cloud based solutions also means that although the service is outsourced an organisation still

    Original URL path: http://www.hrmostinfluential.co.uk/sponsors/why-dont-some-hr-directors-get-global-payroll-outsourcing (2016-02-14)
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web-archive-uk.com, 2016-10-22