Web directory, archive
Search web-archive-uk.com:

Find domain in archive system:
web-archive-uk.com » UK » H » HRMOSTINFLUENTIAL.CO.UK

Total: 117

Choose link from "Titles, links and description words view":

Or switch to "Titles and links view".
  • HR Most Influential 2011 | People Updates | Why HR professionals need to know about office politics
    promoting a positive culture managers are able to channel people s interests and energy away from negative political interplay and towards an alignment with the organisation s objectives So how are office politics generally perceived within organisations Constructive or destructive Often employees will make comments that highlight the negative side of office politics for example My boss favours some individuals in the team too much even when things go wrong it rarely seems to be their fault You can t get much done in this department unless you play the politics game A recent survey suggests however that these negative perceptions may be shifting In Dealing with People Power and Politics at Work Clarke 2012 some 50 of respondents described office politics as being constructive rather than destructive a significant shift from the 20 figure in a survey three years earlier This implies that office politics is often about how you see things Some people may describe it as a noble and higher activity which underpins human co operation while others may view it as kissing up and kicking down Unfortunately in many organisations issues of power and influence are not openly discussed and some of the politicking that takes place can be highly divisive Very few businesses offer learning opportunities that could help individuals understand their own political and influencing skills and importantly how they can improve them One of the key barriers is that many people are completely resistant to engaging with office politics perhaps because they feel they have been passed over or outmanoeuvered in the past A role for HR Becoming more adept at office politics is a journey that involves individuals developing a better understanding of power and influence HR professionals could support this journey by helping colleagues across the business reframe the way they see politics An important first step is to recognise themselves that politics are part of organisational life and that it is possible to use your political awareness and network positively The following five tips are designed to help HR professionals begin to develop a better understanding of office politics 1 Accept that office politics exist You might envy those who sail through each day putting in little effort but still seem to rise up the ladder of your organisation The fact is that to ensure your progress you have to play the game and office politics is here to stay You can t ignore it to win a game you have to be part of it And don t forget it can be positive for all 2 Understand your organisation To move ahead in any organisation you must understand its structure its position on contentious issues and its goals for the future Learn who the influencers are and where the organisation s priorities lie Knowing this will help you distinguish the most important people to cultivate and also the correct way to respond in the best interests of you and your organisation 3 Influence your outcomes If you re trying

    Original URL path: http://www.hrmostinfluential.co.uk/research/why-hr-professionals-need-to-know-about-office-politics (2016-02-14)
    Open archived version from archive

  • HR Most Influential 2011 | People Updates | Leadership lessons from the Round the World Yacht Race
    eat sleep live and work together in cramped and often wet and cold conditions They had to cope with adverse weather threatening conditions and overwhelming tiredness due to both physical exertion and disrupted sleep Although life on board sounds a long way from our working lives many of these challenges are on a par with those faced by leaders in today s harsh pressurised and unpredictable business environment Researchers conducted a series of over 75 interviews with 42 people at key points in the race to expose the leadership lessons that can be drawn from experience on the high seas The report The challenge of leading Insights from the Clipper Round the World Yacht Race examined leadership team building and motivational challenges for those leading under pressure and identifies three winning behaviours alignment capability and autonomy which made a real difference to the performance of the teams Alignment the ability to meet multiple expectations and draw people together in pursuit of common objectives Capability the ability to develop clear and consistent processes that reduce friction and uncertainty and enable people to work and learn together Autonomy the ability to build trust and give people the discretion to organise themselves appropriately within a broad framework When these three behaviours were applied in relation to each other teams were inspired to put in an awesome effort When they were over or under developed teams experienced friction which slowed people down impaired the overall agility of the team or lead to the development of teams within teams Trudi West researcher at Ashridge Business School said Faced with a prolonged period of uncertainty and change effective team leadership becomes critical There is no such thing as plain sailing in business during these economically turbulent times Facing daily challenges in harsh and tumultuous conditions is

    Original URL path: http://www.hrmostinfluential.co.uk/research/httpwwwashridge-peopleorgukeight-leadership-lessons-from-the-round-the-world-yacht-race (2016-02-14)
    Open archived version from archive

  • HR Most Influential 2011 | People Updates | Five critical challenges keeping HR awake at night
    fit for purpose in today s business context Advances in technology continue to create new ways of doing business HR needs to be on the front foot more to anticipate what is needed Some customers think strategically some think tactically both need to be satisfied Being bolder about coming to the business with solutions rather than problems will help secure a seat at the table when strategic initiatives are being discussed HR deserves to be considered as a key ingredient of business strategy rather than being brought into the equation too late as an after thought 2 Managing a multi generational workforce How best to manage talent remains a critical challenge for organisations in today s increasingly global and fast moving world Recent research has shown that one of the key challenges for HR will be to find ways to manage the conflicting needs of the different age groups now populating the workplace A recent Ashridge report for example shows that there is a real disconnect between managers and their Generation Y employees Culture Shock Generation Y and their managers around the world Both parties are looking at the world of work through different lenses are struggling to work together effectively as a result Striking the right balance and helping the generations work together in harmony will be key Businesses need to find ways to appeal to the young talent that will ensure their future while at the same time maximising the skills of more mature employees who are likely to work longer than their predecessors and whose experience and contribution is invaluable 3 Putting the human back into human resources It s no co incidence that organisations that treat their employees well and with dignity win all the employer awards and find it easier to attract and retain their best people And yet the newspapers are still full of examples of bad practice A compassionate approach to leadership can help build positive relationships in the workplace and can have a real impact on employee engagement Managers are often not comfortable however with showing empathy or dealing with displays of emotion and are unsure how to go about making connections with employees on a deeper more personal level when the situation demands HR needs to examine itself and identify how much it has contributed over the last few decades to maintaining a healthy balance between serving the business through more effective and efficient practices whilst ensuring employees are supported fulfilled at work and equipped to do a good job Long term organisational adaptability and survival demands both 4 Making employee engagement transformational Not surprisingly during the recession most attempts at engaging with the workforce have been short term and transactional in nature The time has come however to make employee engagement more transformational to power the organisation into the longer term Hot off the press Ashridge research is highlighting the role of the CEO as well as a number of other essential factors that need to be in play for

    Original URL path: http://www.hrmostinfluential.co.uk/research/five-critical-challenges-keeping-hr-awake-at-night (2016-02-14)
    Open archived version from archive

  • HR Most Influential 2011 | People Updates | Organisational Consultant: interests in working with talent, strategy, change and leadership
    they need to make if they are to work with talent more effectively Is there a disconnect between our talent strategy and our business strategy In most organisations today the business strategy is constantly being discussed formulated and reformulated often in response to events unfolding beyond the organisation such as the emergence of a new market or product sector or the opportunity to make an acquisition A key element in any strategic decision should be whether the organisation actually has the skills and capabilities available to implement whatever has been decided The reality however is that HR and talent managers are rarely involved in these discussions and don t have the opportunity to identify the pinch points where talent could make or break a strategic initiative Organisations need to start having conversations where talent is considered up front and as a key ingredient of business strategy rather than being brought into the equation too late and as an after thought Is there a mismatch between our talent on paper and in practice Organisations often assume their high potential people are interchangeable they have been identified as having potential and so will be able to fit into any given role In practice however outstanding performance as an operations director in China may not be a good predictor of success for a role in a corporate centre or in a different market In a high proportion of cases talented individuals turn out not to be as successful in practice as they are appear on paper When this happens organisations tend to try and trade in the failed talent for a new shinier version A more helpful approach would be to identify exactly what type of role and conditions are likely to create a successful team rather than trying to shoe horn people into roles that are not suited to their strengths and capabilities Are we assessing people for the right things Talent strategies often assume that the organisation will be doing approximately the same thing in the same way next year as it is this year The problem with this approach is that things move so quickly that the specialist skills competencies and qualities required now will almost certainly not be those that are needed this time next year Organisations need to test for qualities that are genuine predictors of success such as learning agility and resilience as well as specialist knowledge or skills It is also important to make sure talent assessment is in line with the organisation s key strategic needs For example in an organisation where innovation is a strategic imperative any assessment process will need to test for potential to stimulate and lead innovation Are we focusing on the elite at the expense of the rest There is a widely held view that talent primarily consists of a few key individuals who will benefit from significant investment by the organisation and will be crucial to its future success This assumption has consequences for how the remainder of the

    Original URL path: http://www.hrmostinfluential.co.uk/research/organisational-consultant-interests-in-working-with-talent-strategy-change-and-leadership (2016-02-14)
    Open archived version from archive

  • HR Most Influential 2011 | Results | HR Most Influential 2012 Top 30 Practitioners
    is made frequently about HR people and within organisations about HR initiatives The key issue for HR should always be about simplicity and clarity something the highly ranked practitioners all display With 1 4 million employees and about 70 of the 110 billion annual budget spent on the pay bill the NHS is a big beast From our survey results it is clear there is admiration for people such as Royles who have the big jobs in the field Wendy Cartwright director of HR Olympic Delivery Authority is straight in at fourth place in our practitioner list As one person says the proof of an HR director s effectiveness is the performance of the organisation they support and this year s Olympics is testimony to Cartwright Another mentions her amazing delivery of such a large and unique project Those responsible for HR in global multinational environments such as Tracy Clarke group head HR and communications Standard Chartered Bank 12 Gareth Williams HR director Diageo 9 Hugh Mitchell chief HR and corporate officer Royal Dutch Shell 6 and Claire Thomas senior vice president HR GlaxoSmithKline 5 are recognised for their influence in complex challenging environments The importance of this aspect of influence in the eyes of the HR community has risen this year with all the above either putting in their first appearance or jumping greatly up the HR Most Influential Practitioner ranking While GlaxoSmithKline s Thomas has a lower profile outside the 1 250 employee global business than some on the list her strategic thinking inspirational approach and importantly delivery to business are widely recognised One respondent talks of GSK always being head of the curve on HR issues while another mentions Thomas s huge influence within the business with a strong influence over strategy At the GSK senior leadership table Thomas is ranked in the top three in terms of influence and capability She is regarded as a driving force behind the transformation of both HR and the business as a whole achieving cost and headcount reduction a year ahead of target while retaining a 73 employee satisfaction rating Although not one of the most visible in the HR community Thomas s influence is recognised externally with her appointment as a non executive director for the Department of Energy and Climate Change in November last year adding to her honour as Outstanding European Woman of Achievement back in 2007 Like Thomas Royal Dutch Shell s Mitchell is hugely respected globally and is seen as providing consistent thoughtful HR leadership ensuring there are HR people on every business leadership team within the 101 000 strong company He is one of the most strategic HR directors in Europe and an international HR director respected across continents note two respondents while others pick up on his influence in changing a cultural and corporate mind set and management of employee engagement issues Diageo s Williams is noted in particular for his role in introducing fresh talent into both the drinks brand he is

    Original URL path: http://www.hrmostinfluential.co.uk/archive/top-30-practitioners (2016-02-14)
    Open archived version from archive

  • HR Most Influential 2011 | Results | HR Most Influential 2012 Top 25 UK Thinkers
    in developing models for high reliability organisations He has been influential in helping our trust consider and develop future models for managing change following major incidents His rapid understanding of issues and deep dive thinking make him a valuable asset to the organisations he works with The application of theory into practice shines through in those who make the grade in this year s ranking Cary Cooper professor or organisational psychology and health at Lancaster University Management School just pipped by Hutton into fourth place is hugely admired for this Described as an iconoclast and far more than an academic Cooper is peerless in making often complex issues accessible to the wider public and media He brings HR management challenges to the widest possible audiences Cooper s ability to communicate to Joe Public on issues around health and wellbeing workplace flexibility and organisation performance is widely regarded As one respondent puts it He is fantastic really authentic and the one the TV programmes want on their sofa as he can communicate difficult and complex views and ideas in a straightforward way Lancaster University Management School is well represented in this year s ranking with Cooper s colleagues Mike West professor of organisational psychology and Paul Sparrow director of the Centre for Performance Led HR in positions five and joint 14 respectively West is noted for his rigorous research which genuinely sets out to measure the impact of different approaches to people management on employee motivation and company performance He is one of the few researchers producing a steady stream of new data linking workforce issues to organisational outcomes always accessible relevant and challenging to practitioners according to one person who voted him top Sparrow meanwhile is noted for his focus on performance led HR and for being a good bridge between academic and practitioner friendly research He forces HR practitioners to exercise their grey matter was one comment about him In 13th place Wendy Hirsh independent consultant and visiting professor Kingston University and principal associate Institute for Employment Studies is another who delivers solutions that work in practice our survey shows As well as being a fantastic researcher she is also grounded in practicality and always mindful of the implications and applications of her research for HR practitioners and for one who voted for her is the most thorough and insightful researcher in evidence based HR in the UK today able to articulate complex organisational problems and solutions in a way that resonates with practitioners Sixth placed David Guest professor of organisational psychology and HRM at King s College London is also admired for demonstrating how to put theory into practice He is noted for being wise trusted and sensible communicating through his weekly blogs and always giving food for thought He has a long and distinguished track record of writing books and articles that deal with the everyday concerns of senior HR practitioners and that are grounded in empirical evidence This practical focus is also evident in eighth placed

    Original URL path: http://www.hrmostinfluential.co.uk/archive/hr-most-influential-2012-uk-thinkers (2016-02-14)
    Open archived version from archive

  • HR Most Influential 2011 | Results | HR Most Influential 2012 Top 20 International Thinkers
    McGill University is noted for a sustained contribution to management change and motivation that continues to be an inspiration to managers It is always worth listening to his views says one who ranks him top Jeffrey Pfeffer Thomas D Dee II professor of organisational behavior Graduate School of Business Stanford University new entry at number four has produced books and ideas that are timeless while Edward Lawler distinguished professor of business and director of the Center for Effective Organizations Marshall School of Business University of Southern California up one place to six has a track record in distinguished practitioner friendly research always rooted in practitioner needs Pat Wright previously at Cornell and now Thomas C Vandiver Bicentennial chair Darla Moore School of Business University of South Carolina up from 19 to 11 this year is noted for translating academic insight into high performance HR while Denise Rousseau HJ Heinz II university professor of organisational behavior and public policy Carnegie Mellon University who jumps straight into the number seven position has made an immense contribution to understanding the psychological contract Indeed in one voter s view Rousseau is the only individual worth voting for on the list of nominations Another commented Excellent work in trying to impact on the landscape of the management field by championing the idea of an evidence based international collaboration to operate across boundaries But the 2012 list also features academics pushing thinking into areas that the HR community deems of increasing importance especially in the area of psychology New in at number eight is Patrick Flood professor of organisational behaviour and head HRM and organisational psychology group Dublin City University who is one noted for his forward thinking Also in the ranking for the first time Mihaly Csikszentmihalyi distinguished professor of psychology School of Behavioral and Organisational Sciences Claremont Graduate University and co director Quality of Life Research Center 12 has been influential for his work on flow the theory that people are happiest when they are in a state of flow a state of concentration or complete absorption with the activity and situation at hand Richard Boyatzis professor organisational behavior psychology and cognitive science Case Western Reserve University and HR at ESADE new at number eight is emerging as a leader in this field according to one person who voted for him while his discussion on emotional intelligence remains fundamental to development of leadership theory believes another Meanwhile Martin Seligman Zellerbach Family professor of psychology and director of the Positive Psychology Center University of Pennsylvania new at 13 is noted for his influence in the field of positive psychology and its application to the workplace making it a tangible issue that organisations can and should address Surprisingly experts in leadership are not as prominent in the 2012 ranking as in previous years As well as Kouzes and Posner leading the charge is Bruce Avolio Marion B Ingersoll professorship and executive directorship Center for Leadership and Strategic Thinking Michael G Foster School of Business University of

    Original URL path: http://www.hrmostinfluential.co.uk/archive/hr-most-influential-2012-international-thinkers (2016-02-14)
    Open archived version from archive

  • HR Most Influential 2011 | Results | HR Most Influential 2012 shortlist UK Thinkers
    consider However HR magazine has invested considerable time and money over the past seven years in trying to understand the nature of influence in HR In 2008 we asked Henley Business School to prepare and validate a set of criteria against which the most influential people in HR could be measured and identified Henley examined current ideas of leadership of and in the HR field through a literature review including HR s role both within the business and leading outside the HR function investigated concepts and measurements of influence both externally and internally and looked at other popular magazine published rankings of admiration influence and leadership From this Henley developed draft criteria which were examined and critiqued by a focus group from the school s leadership change and HR faculty Our list was measured against the final criteria In 2010 we partnered with Ashridge Business School to build on this work We grew the sample size for ranking by adding executives responsible for HR at board level from Ashridge s database We also added in qualitative interviews with CEOs City analysts and media commentators to establish an external view of HR s influence For 2012 we decided it was time to review the criteria of influence and brought together a panel at Ashridge Business School to discuss this and to sense check all 120 names that had been nominated or previously appeared on the HR Most Influential list We settled on criteria including personal impact both internally and externally and particularly with the CEO and board in the case of HR practitioners applicability and effectiveness of ideas and practice and commercial impact There are two main changes to the shortlist this year Firstly we measured everyone against a 2011 2012 timeframe Therefore a number of significant thinkers do not appear on the list as their influence has not been as wide during this period For example a thinker may be holed up writing a book or researching a paper Secondly we decided to narrow the definition of thinkers to people whose work was grounded in academia and who had a cumulative body of work in the field This removed a number of important management thinkers and writers in both the UK and international lists We still believe they are influential particularly in terms of accessibility and real world relevance to HR practitioners However we are emphasising academic research because of the impact that has on change development and innovation in the field Choosing people for the UK thinkers list was not easy a sign perhaps that more academic work in this field is coming from the US and other countries We looked for new thinking and people influential in a particular part of HR such as leadership or employee relations There are some people outside this criteria worthy of inclusion in any particular year for example those who act as conduits for thinking to move into the legislative arena or who bring policymakers together such as Dame Carol Black and

    Original URL path: http://www.hrmostinfluential.co.uk/archive/hr-most-influential-2012-shortlist--uk-thinkers (2016-02-14)
    Open archived version from archive

web-archive-uk.com, 2018-02-18