Previous Article Next Article Related posts:No related photos. Accounting professor Robert H Ashton has been appointed dean of the FuquaSchool of Business Europe. Ashton will assume his position in Frankfurt on 1July and is replacing Thomas F Keller, who founded the school in October 1999. Currently, Ashton is the Martin L Black Jr Professor of BusinessAdministration and the KPMG research scholar at Fuqua. He received a degreefrom Middle Tennessee State University, his MBA from Florida State Universityand his PhD from the University of Minnesota and is a certified publicaccountant. Education Secretary David Blunkett has appointed Garry Hawkes to the boardof Investors in People as a director. Hawkes holds four other positions:chairman of EdExcel, the awarding body for England, Wales and Northern Ireland;chairman of the National Training Council; director of Accord; andnon-executive chairman of Aramark UK. Andy Daniels has been appointed HR leader at packaging company Omni-Pak’splant in Great Yarmouth, Norfolk. Daniels said his aim would be to create anemployee-focused company culture there. Although Omni-Pak is owned by the USpackaging giant Pactiv, the company was previously family-owned and Danielshopes to create a culture to reflect this. He said, “I also hope tointroduce a performance management initiative and hope to get an understandingof any issues that arise on the factory floor.” He will be responsible forHR services to 200 staff and will report to the company’s European director. Top JobAlison Crombie is the new HR director at the National Autistic Society. Crombie will refocus the charity’s personnel strategies as it celebrates its40th anniversary. Her brief will be to motivate staff and develop best practice in alloperations and services. Crombie’s experience includes organisational design, change management,communications, compensation and benefits, employee relations, employment lawand policy development. She has worked in a range of organisations, including the Scottish andEnglish Tourist Boards, and has also worked as a consultant. Crombie said, “I look forward to working with the HR team to developbest practice and new ways of working which reflect the diverse needs of allwho contribute to the organisation’s success. “I have been greatly impressed by the commitment and dedication of theemployees and volunteers that I have met and will focus on ensuring that our HRpractice is relevant to their needs. “My aim will be to have the NAS as an employer of choice within thecharitable sector.” Personal ProfileDi Barber is equal opportunities adviser for the Construction IndustryTraining Board (CITB). She has held equal opportunities roles at GreaterNottingham Training and Enterprise Council and East Midlands Arts. What is the most important lesson you have learnt in your career? Patience is the hardest but the most important virtue. If your house was on fire and you could save one object, what would itbe? If everyone was safe I would not bother – unless it was to get a pair ofpants! If you had three wishes to change your company, what would they be? Not just this company but in general – communication, communication,communication. What is the best thing about working in HR? You get to deal with real life all the time. What is the worst? See above. You have stumbled upon a time machine hidden in the vaults of yourcompany building. What time period would you visit and why? London and Nottingham in the 1960s – the Mod scene – I like the music andthe style. If you could adopt the management style of a historical character, whosewould you adopt and why? Can I have every single one of the female characters from the comic Love& Rockets instead? Then I can choose one depending on what thecircumstances require. How do you get to work? I drive from Nottingham to Norfolk and back each week, staying at theNational Construction College. If you were to write a book, which subject would you choose to writeabout? It would have to be a comic about the people of Nottingham. I’ll needsomeone else to do the drawing though. What is your greatest strength? I am very, very persistent. What is your least appealing characteristic? Impatience (see first question) What is the greatest risk you ever took? Giving up my job as a waitress to go back to college and take my A-levels –without knowing about grants, further education or overdrafts. But I did knowhow to work for a living. CV – Di Barker2001 Equal opportunities advisor, Construction Industry Training Board1998-2001 Opportunities executive, Greater Nottingham Training and EnterpriseCouncil (GNTEC)1997-1998 Contracts and purchasing executive, GNTEC1992-1997 Combined arts and training officer, East Midlands Arts1990-1992 Contracts technician, arts and leisure department, Nottingham CityCouncil PeopleOn 1 May 2001 in Personnel Today Comments are closed.
National Lottery organiser Camelot is carrying out a pay benchmarkingexercise to ensure its employees are being well rewarded compared with staff insimilar businesses. Dianne Thompson, Camelot’s chief executive, told the Human Resources Forumon the Oriana that the company started the benchmarking exercise, which will becompleted in October, as part of its drive to consolidate its success afterwinning its bid to continue running the Lottery. Thompson also said Camelot had become risk-averse as it put together its bidto continue running the Lottery last year and it is embracing a new workculture to become more creative. In the opening address to the conference, organised by Richmond Events, shesaid, “We want our staff to feel they can take a few risks within reason.Creativity and innovation will be applauded. We will make mistakes. I don’tmind that as long as we don’t make the same mistake twice.” As part of this culture change the company has started e-mail-free Fridaysto encourage people to talk more and spark ideas off each other. Camelot has also introduced a lifestyle programme to improve employees’ work-homebalance. This includes providing opportunities for job-sharing, part-time work,homeworking, career breaks, sabbaticals and even language lessons. Camelot’s staff forum plays a key role in keeping all employees informedabout decisions being taken by senior management. Thompson said one of the main challenges her HR department had to overcomewhile bidding for the new Lottery contract was maintaining staff morale. Itheld regular cascade briefings to ensure staff were told in person what washappening and introduced a loyalty bonus, Rainbow Project, to entice staff tostay until the end of the licence period. By Ben Willmott Camelot bids to ensure its staff win pay lotteryOn 15 May 2001 in Personnel Today Previous Article Next Article Comments are closed. Related posts:No related photos.
Legal revolution leads to confusionOn 1 Jun 2001 in Personnel Today Employmentproblems abound across the whole of Europe, and Western European countries arealso wrestling with legislative change. Bo Jones reportsThereis little doubt that the downturn in the US economy is causing ripple effectson the other side of the Atlantic. Like their American counterparts, companiesacross Europe are announcing profit warnings and laying off staff.Butwhile people are moving out through one door, others are still coming inthrough the other. All across the region there is still a severe shortage ofspecialists in many disciplines – IT professionals, marketers and finance arestill in short supply. And firms are having to fight harder and harder toattract the talent they need.KasperEldam, editor of the Danish management consultancy EHR, has a sound piece ofadvice for European HR executives struggling to be the employer of choice.”It is extremely important to differentiate between candidates you want torecruit, and to adopt a suitable strategy,” he says. “Thereis a huge difference in recruiting different sorts of workers – generalmanagers, IT workers and so on – so it is critical that you are prepared tomeet the different demands, questions and ambitions of these types ofemployees, and that you do not employ the same recruitment procedure for all ofthem,” he adds.InDenmark, in particular, he sees “company morals and ethics as beingimportant for some candidates in terms of environment, firm policy, work and soon”. Asa result, the organisations in Denmark that are looking to attract new hiresare increasingly using “green balance sheets, social balance sheets andethical balance sheets”, he says.Butwhile the market in Western Europe may still be candidate-driven, the situationin Central and Eastern Europe has, to some extent, taken a dramatic turnfollowing the recent rouble crisis.”Untilthe crisis,” recalls Eric Ligtenbelt, managing director Ukraine, Balticsand Central Europe of executive search and selection consultancy CommonwealthResources, “it was very much a candidate-driven market, but that haschanged considerably. Now there are enough qualified people in theregion.” Butdespite the abundance of talent in CEE, companies are still very cautious aboutrecruiting new hires to fuel their business ambitions. In the Ukraine, forexample, explains Ligtenbelt, “a Soviet-type employment system stillexists, meaning that a company is seen as having to provide employment”. Hecontinues, “Once you’ve hired an individual, it is extremely difficult toget rid of them even if they are underperforming. Three formal written warningshave to be given within a set period of time. These warnings are often heavilydisputed by the employee and during that time you can miss the period in whichthey can be dismissed. Then, the whole process has to start again from thebeginning.”However,he admits, there is a new generation of employees – the 25- to 35-year-olds –who are looking to make a career for themselves. Although they are aware ofemployment laws and the ease with which they can stay with one firm, they tendto be much more flexible and willing to move from company to company if theyfind better prospects elsewhere.Hungary,too, has a stringent labour code. According to the Federation of EuropeanEmployers, the Hungarian government “specifies various conditions ofemployment, including termination procedures, severance pay, maternity leave,training, union consultation rights in the context of some management decisions,annual and sick leave entitlement, and labour conflict resolutionprocedures”.Thelabour laws of Western Europe are less strict in most countries. But despitetheir comparative leniency, they can be just as complex and open for discussion.InFrance, for example, employers are grappling with the introduction of the35-hour week, which was brought in by legislation last year. Introduced withthe aim of combating unemployment in the country (currently among the highestin the European Union), the 35-hour working week is expected to create 500,000jobs by 2003. Butdespite its good intentions it has thrown up a whole host of other staffingissues for firms, among them the definition of legal working time, overtime andcompensation, the issue of part-timers and distinction of different levels ofemployees.TheNetherlands also saw discussion about working hours last year with a new itemof employee-oriented working time flexibility legislation being introduced thatgives employees the right to request an extension or a shortening of theirworking hours.Thegovernment in Belgium is also encouraging social partners to discuss workingtime reduction and has agreed to reduce the maximum working week from thecurrent 39 hours to 38 hours by 2003. Spain has opened the debate over a35-hour week, although no formal decision has yet been made.InGermany, new laws mean that employees have the right to request a reduction inworking hours to become part-time employees and an employer cannot refuse themwithout a valid reason.Inthe UK, employment laws are currently more focused on discrimination thanworking time. In particular, age discrimination, with the government advocatinga code of practice on age diversity in employment.Andin Denmark, the political agenda is more geared towards the right totransparency in salary and the legal protection of part-time workers. As EHR’sEldam laments, “The legal problems always seem to evolve when employeesare sacked because of cutbacks and rationalisation, because the reasons have tobe impartial.” This is particularly true in the case of mergers andacquisitions, an ever more common event in today’s global world of business. “Theconditions of benefits, salary negotiations, insurance and the like must be inplace in formal contracts before the merger or takeover happens. In that wayconflicts over which company policy or rules are to be followed in the futurecan be eliminated,” he advises.But,he adds, “M&As often result in dismissals and in Denmark, these can bedifficult to justify in a legally acceptable way.”Toptips for hiring in Europe–Don’t oversell the job and the company culture to the candidate, it willbackfire on you.–Don’t expect the candidate to be loyal to your company – you cannot guaranteethem a job for life (and they probably wouldn’t want it anyway) so they shouldnot be expected to promise to stay with you forever.–Don’t ask if a potential female employee is pregnant or planning to becomepregnant. This still happens across the region and is a real”turn-off” for candidates.Furtherinformation…www.ehr.dk (EHR)www.euen.co.uk (Federation of EuropeanEmployers)www.eiro.eurofound.ie (EuropeanFoundation for the Improvement of Living and Working Conditions)www.newwork.com (Gary Johnson’s Brave NewWork World)www.germany-recruitment.com(DCO Consulting) Related posts:No related photos. Comments are closed. Previous Article Next Article
Previous Article Next Article Related posts:No related photos. Comments are closed. Unemploymentis no longer a stigma thanks to the new breed of high-tech job seekers –casualties of the dot-com collapse. Professor Lisbeth Claus reports Thesedays the Silicon Valley headlines focus on lay-offs, downsizing, dot-comimplosion and economic downturn. Having successfully crossed into themuch-anticipated new millennium, the high-tech industry was not prepared atall, just a few months later, for the NASDAQ stock crisis, the rapid downturnof the new economy sector and recent implosion of many dot-com companies. Thisengendered a chain reaction in many companies that were closely connected tothe meteoric rise and success of the dot-coms. As statistics indicate, sincethe dawn of the year 2000, many new-economy knowledge staff have received theproverbial pink slip due to the demise of their dot-com company or the extremecost-cutting measures resulting in lay-offs and high-tech downsizing. Othersworkers have left for jobs at more secure, traditional companies. Thisdownsizing phenomenon, although reminiscent of economic recessions of the past,is different from a number of perspectives. It is different because of the typeof laid-off employee, the way in which the terminations are being handled andthe changed perception of potential employers towards the unemployed. InSilicon Valley style, the dot-com pink slips offer a few lessons for HRprofessionals. Forthe first time in employment history, the profile of most of those maderedundant is that of young knowledge worker who has participated in one of themost exciting technological revolutions and entrepreneurial global workenvironment experiments. Whilethese workers can be divided into two camps – those with technical skills andthose with general business skills – both groups tend to be highly skilled,electronically savvy and multiculturally diverse. They have worked on teams,functioned in a very fast-paced environment and are project-driven. Althoughtheir competency profiles should be an asset for traditional companies, theautonomy they have enjoyed in their dot-com companies may not easily fit themore corporate culture of the traditional economy. The lure of foregoing the24/7 for a more balanced work life and the security of a larger company may counteracttheir apathy towards a more structured traditional work environment. Dot-coms,in their demise, are also changing the way in which terminations are beinghandled. True to their dot-com creativity, with very little HR expertise, andoften with a three-month severance package (considered generous for firedAmerican employees with such short tenure) and no union representation,companies and laid-off employees have resorted to a number of copingmechanisms. The most notorious one is the now-famous pink-slip party. The WordSpy (www.logophilia.com) defines pink-slip party as “a party where eachattendee is a person who has recently lost their job, particularly because of afailed or downsized dot-com company”. Althoughthe term dates back to the late 1980s, the pink-slip party was introduced tobring together people who have lost their dot-com jobs (wearing red dots) andrecruiters (wearing green dots) who are still hiring and looking to fillhigh-tech positions. At these monthly parties, former staff not only gather tomeet recruiters but also to find mutual support and put their networking skillsto use in the search for suitable employment. Other, more virtual, networkingactivities are evident in the many Web sites that have sprung up providing support,advice and survival tips for the casualties of the new economy. Once past theshock of termination, laid-off knowledge workers are using their networkingskills to find virtual or live support in making a career transition.Finally,this group is changing the perception towards the stigma of unemployment. Theirterminations were in general not labelled as being performance-related. Afterall, they were volunteers in a new work experiment. They wear their new-economybattle scars with the pride of war veterans. Their future employers, HR andother managers, remember their own lay-off experiences a decade or more ago. Theessence of HR is to balance the strategic human capital requirements of thecompany and the needs of the employees. As the traditional economy is beingchallenged to embrace new-economy technologies in order to increaseproductivity, HR professionals can be the linchpins in the reintegration oftalented laid-off dot-commers into the new workplace.GlobalHR trivia poserWhatis the origin of the term “pink slip”?Theterm is used in English (companies) to refer to a laid-off employee. When Ihave asked HR colleagues about the origin of this Anglo-Saxon term, responseshave varied from “I don’t know” to strange looks (how could I be soignorant!) and a multitude of unrelated explanations. Please send your responseto this HR trivia question as a Letter to the Editor ([email protected]).Sincemany of our readers are global HR professionals who are not native Englishspeakers, I challenge them to share a vernacular term in their language thatcorresponds to the English “pink slip” and explain its origins. Welook forward to hearing from you. Pink-slip partyOn 1 Jul 2001 in Personnel Today
PeopleOn 7 Aug 2001 in Personnel Today Previous Article Next Article Natasha Hanson joins Medlock CommunicationsNatasha Hanson has two males in her life – one she married in a seven-minuteceremony in Las Vegas, the other is her dog, a black, tan and white beagle. Hanson, 34, has been appointed to the newly created position of HR directorat network delivery company Medlock Communications, where she will beresponsible for HR, recruitment, inductions, performance reviews, health andsafety and IT. She was previously HR director for Dew Construction. Hanson finds her new working environment exciting, with the bonus of anabsence of blame culture and that she is allowed “to be an adult”. She says, “Instead of talking a good HR story, I hope to put my moneywhere my mouth is and develop individuals.” She wants MedlockCommunications to have the best systems, procedures and culture so it canbecome a preferred employer. Hanson believes she is very persuasive, and is good at seeing opportunities,rather than problems. But she admits that she tends to take on too much. Aself-confessed compulsive tidier, she likes to keep fit and has a diploma ininterior design. Curriculum Vitae April 2001 HR director, Medlock Communications Sep 1998 HR director, Dew Construction Jan 1998 HR consultant, Dataspeed Sep 1993 HR executive, Coats Viyella On the move…Devitt Insurance Services has appointed Andrea Arundell to the newly createdrole of HR manager. Previously she was HR adviser for the NHS Trust inHavering. She will oversee all areas of HR, recruitment, selection and trainingand will set up evaluation and monitoring policies. Continuing with therecruitment programme already in place, she will take on 75 personnel over thenext 12 months. “It is a great opportunity, very challenging andpotentially rewarding to be faced with the task of large-scale recruitment asopposed to staff cutbacks, as seen in so many other industries,” she says.Dr Malcolm Higgs has been promoted to professor of management studies atHenley Management College. His research includes the role of emotionalintelligence in leadership, and change management and the relationship betweenorganisational culture and people. He joined Henley three years ago after 10years as a partner with HR consultancy Towers Perrin, where he was joint headof the international leadership practice. He has written publications onleadership, emotional intelligence, change management and managementdevelopment. Comments are closed. Related posts:No related photos.
HRIS 47-62 HR salary survey reveals demand for qualityOn 17 Aug 2001 in Personnel Today 35-52 HR Specialists (base salaries only) Assistant 15-20 59-75 25-52 Administrator 50-60 HR Generalists (base salary only) 29-45 18-26 40-80 Officer Manager 14-20 Payroll South East 30-35 49-65 15-30 75-80 73-150 London 20-25 Comments are closed. Despite tightening trading conditions there is still ademand for – and a shortage of – good quality HR professionals, according torecruitment consultancy Beament Leslie Thomas (BLT).In July 2001 BLT published a survey of HR salaries based on a questionnaire backedup by access to a database of registered client vacancies and candidateplacements. 20-25 30-35 Officer / advisor Manager Head of department 17-22 18-36 25-30 25-37 Previous Article Next Article 45-50 Related posts:No related photos. Director 15-23 20-28 75-85 30-40 20-25 75-80 68-88 Midlands 15-21 Reward 22-32 25-30 30-80 Recruitment 40-45 40-44 65-100 HRD Scotland & North 25-50 Other key findings of the research include:An increase in the use of fixed term and temporary contractsA potential relaxing of recruitment freezeswww.blt.co.uk South West & Wales 23-28 55-66
Previous Article Next Article Soul tradersOn 1 Dec 2001 in Personnel Today Related posts:No related photos. Businesshas a habit of taking words and re-engineering them to suit its own needs. Soit is with “guru”. Test this out by asking a colleague to name twogurus who have made an impact on the business world. The odds are that theywill come out with Peter Drucker, Charles Handy, Tom Peters or, if they arefeeling patriotic, Sir John Harvey-Jones. You’ll cast around in vain for amention of the Baghwan.Butrecent developments suggest all that might be about to change. A growing numberof unashamedly spiritual philosophers – real gurus, if you like – are makinginroads into the business world. Whenan organisation as traditionalist as the Chartered Institute Personnel andDevelopment in Britain can make room at its conferences to discuss the impactof shamanic techniques on morale and performance, you know the issue has becomea significant one.Whatis at the root of this growing quest for spirituality in the workplace? Nodoubt it owes much of its momentum to Western society’s wider adoption ofEastern meditation and self-improvement techniques. Asthe boundaries between home and working life blur, an overspill of some kind isinevitable. As many US organisations demonstrated in the 20th century,companies can often flourish on a common set of ethics frequently grounded on ashared system of spiritual belief.Butthe real problem with gurus will always lie in sorting the wheat from thechaff. No-one needs reminding that this is an area in which charlatansflourish. Inrecent years, some decidedly questionable organisations have specificallytargeted the corporate world in their recruitment campaigns. They have managedto capitalise on the blurred ground between management”self-improvement” techniques and something more sinister.Here,we offer a potted guide to some of the more obviously benevolent gurus thathave emerged in recent years. Enjoy the karma.DalaiLamaCVHisHoliness Tenzin Qyatso, the 14th Dalai Lama, is the exiled spiritual leader ofTibet and has an impeccable Buddhist pedigree. Held to be the reincarnation ofthe previous 13 Lamas, he can trace his spiritual line back to Avalokiteshvara,or Chenrezig – holy early followers of the Bodhisattva, or Buddhist way.Plucked from his peasant family for a life of spirituality at the age of fivein 1940, he was forced into exile in 1960 after the Chinese governmentannounced the “peaceful liberation” of Tibet. Subsequent braveefforts bringing about the bloodless withdrawal of the invader won him theNobel Prize for Peace in 1989.DisciplesEveryoneloves the Dalai Lama. He’s up there with Mother Theresa and Nelson Mandela onthe world super-icon stakes, and countless celebrities, politicians and royalty(including the Prince of Wales) have gained inspiration from him. Morerecently, he’s been making strides in new economy circles: Mark Benioff, headof salesforce.com, is a fan.Message”Whydo we need to cultivate the thought that other sentient beings are precious andvaluable? Because they are really the principal source of all our experiencesof joy, happiness and prosperity… Our feelings of comfort and sense of securityare dependent upon other people’s perceptions of us and their affection for us.Human affection is the basis of our existence. Our life cannot start withoutaffection, and our sustenance and proper growth depend upon it.”SacredtextTheBodhicaryavatara, or guide to the Bodhisattva’s Way of Life, on which he hascommented extensively. The text of his Nobel Prize speech.ProsTheadoption of Buddhism, with its emphasis on altruism, would make everyone in theoffice much nicer to work with. Good value for money: you can attend athree-day course with the DL for just $150 (excluding service charge).ConsToomuch emphasis on being nice may take the edge off competitiveness. Buddhists inbusiness can appear unbearably smug (Anita Roddick).BuzzWordsPeaceand non-violence, compassion, altruism, ethics, precious freedom, lamrinmchenmo (path to enlightenment), madhyamakavatara (guide to the Middle Way).BottomlineIfyou’re going to get into Buddhism, you may as well follow the main man. TheDalai Lama’s status as an exiled national leader also means you can combinespiritual satisfaction with concern for human rights.PeterKoestenbaumCVAformer philosophy professor, Koestenbaum decided 25 years ago to apply theinsights he had gained in philosophy and psychiatry to business strategicmanagement. Since then, he has emerged as “one of the global economy’smost trusted sages, therapists and secular priests”. Founder and chairmanof PiB and the Koestenbaum Institute, his message is that the key to achievingbusiness results lies in the development of the leadership mind. To that end,he has developed the Leadership Diamond methodology, which “compresses thecomplexity of universal themes into a simple but not simplistic model”.DisciplesKoestenbaumhas won many admirers in blue-chip corporate circles. He claims to have advised”with intensity” IBM, Electronic Data Systems, Ford, Citibank, Volvo,Amoco and Xerox, to name but a few. An extensive author, his books include TheHeart of Business, Managing Anxiety, and Is There an Answer to Death?Message”TheDiamond distinguishes four interdependent leadership imperatives or‘orientations’: Ethics, vision, courage and reality. These orientations areyour inner resources, always available to help you if you access them. Thespace within the Diamond is your leadership capacity, which is called‘greatness’.”SacredtextLeadership,The Inner Side of Greatness.ProsLinksphilosophical insight with bottom-line business issues. Gives advice on how tobreak through “stuck points” and gain maximum impact with the leasteffort.ConsThenotion that you can improve your leadership qualities with the “leasteffort” by cultivating your “leverage corner” or weakestorientation may be overly simplistic. BuzzwordsRelationship,orientation, bottom line, stuck points, strategic, systemic, transformation,teamwork, principles.BottomlineYouhave to admire his determination to create a win-win relationship betweenbusiness results and human values. Anyone wanting to combine online leadershiplearning with applied wisdom and historical depth should sign up.DeepakChopraCVHailedby Time magazine in 1999 as one of the “top 100 icons and heroes of thecentury”, Chopra has done more than any other individual to familiarisethe American people with the tenets of Eastern mysticism. Born in India, he isa qualified doctor who combines his spiritual message with practicalsuggestions for physical wellbeing and self-improvement. In 1996, he opened theChopra Center for Well-Being in La Jolla, California, offering everything fromyoga, chanting and meditation, to Ayurvedic and conventional detox treatments.Disciples”Thepoet-prophet of alternative medicine” is a prolific author and translatorof mystic classics. His 25 books, translated into 35 languages, have won him astrong global following, but his heartland is still California.Message”Everythingwe experience as material reality is born in an invisible realm beyond spaceand time – revealed by science to consist of energy and informationÉ We are nowready to understand divine intelligence directly. In many ways, this newknowledge reinforces what spiritual traditions have already promisedÉUnlesssome small part of God touches the material world, he will remain inaccessibleforever.”SacredtextToomany to name. His website is currently giving prominence to “How to KnowGod”.ProsEasilyaccessible. Bridges the gaps between spirituality, science and moderncommercial imperatives. Provider of imaginative package holidays.ConsCanyou cope with all that “primordial sound meditation” (aka chanting)?BuzzwordsEnergy,quantum soup, information, miracles, darshan (blessings), pujas (rituals),dormant potentialities, detox.BottomlineIfyou’re seeking a more holistic approach to life, this is the guy for you. Youcould read his On the Shores of Eternity, new English versions of poems byRabindranath Tagore, while undergoing colonic irrigation at the Center forWell-Being. Either way, you’re bound to emerge feeling positive. LeslieKentonCVKentonhurtled on to the HR sphere when she told the CIPD that companies should followshamanic techniques to improve morale and performance. This former Harpers& Queen editor is clearly a renaissance woman, combining advice onachieving health, beauty, personal development and spiritual power with anundoubted entrepreneurial streak. Kenton achieved sales of £2.3m within twoyears of launching her regenerative skin product on to the UK market. Daughterof the late US jazz musician Stan Kenton, she is also a social andenvironmental activist and TV cook.DisciplesEveryonefrom Estee Lauder, through Unilever to the European Parliament. Kenton’sinsistence that good health boosts creativity, power and autonomy – bothpersonally and in the business environment – has found fertile ground incorporate circles. Other clients have included Guinness, Boots and L’Or‚al.Message”Realhealth, creativity and power come from within. The only true ‘guru’ is thehuman soul.” She can provide tools and techniques to help you release yourpotential for energy, health and personal freedom, and thus improve your homeand working life.SacredtextChoosefrom more than 30 best-selling books. Passage to Power sounds promising forbusiness types.ProsLearnhow to be beautifully effective at the same time as being effectively beautiful.ConsMaynot appeal to unreconstructed males who don’t use moisturiser.BuzzwordsNaturalhealing, vibrant, passion, raw, origins, ageless ageing.BottomlineAbreath of fresh air on the management consulting circuit, Kenton’s obviousability to practice what she preaches attracts admiration. Sign her up ifyou’re serious about work-life balance issues and want advice about healing theplanet.YefimShubentsovCVTestamentto the continuing power of word-of-mouth recommendation, this formerprofessional artist – known by some as the “Mad Russian” – has beencuring addicts of all kinds for 20 years. Now based in Brookline,Massachusetts, Shubentsov claims his gift for healing springs from a”heightened energy field”. Nobody knows how he does it, but hisefficacy has been scientifically corroborated. He treats around 500 people amonth.DisciplesDesperateindividuals from all over the US and, increasingly, Europe. Shubentsov has astrong following in international fashionista and celebrity circles. Clientshave included Courteney Cox, Fran Leibovitz and the novelist Amy Tan.Message”Iam the eraser. Physically, I transform energy. I remove the mistakes in energyfields that surround addicts. I correct it like it’s supposed to be.”SacredtextCureYour Cravings, co-authored by Barbara Gordon.ProsAnardent believer in the virtues of common sense, toughness and patience.Reasonable rates, and excellent follow-up service.ConsPossiblytoo many similarities with that other mad Russian, Rasputin. According to oneobserver, Shubentsov has “all the subtlety of a professionalwrestler”.BuzzwordsEraser,your last chance, energy, electromagnetic field, sixth sense, don’t.BottomlineCouldbe a useful means of prolonging the lives of talented but dissolute seniorexecutives.DrVCVBasedin the remote Indian town of Madurai, 82-year-old Dr Govindappa Venkataswamy isthe most admired cataract surgeon on the subcontinent. Since he opened hisfirst eye hospital in 1976, he has restored sight to more than 1 millionpeople, usually for free. Yet Dr V is so productive that his hospital enjoys agross margin of 40 per cent. Achieving this feat has led to him being creditedwith solving the mystery of leadership: how you go about translating visioninto reality. As one follower has remarked, “He is a doctor to the eyesand a leader to the soul. Dr V teaches that work can be a vehicle forself-transcendence.”DisciplesAgrowing band of US business writers who trek to Madurai to see the doctor inaction.Message”IfCoca-Cola can sell billions of sodas and McDonald’s can sell billions ofburgers, why can’t I sell millions of sight-restoring operations and,eventually, the belief in human perfection? With sight, people can be freedfrom hunger, fear and poverty. You can perfect the body, then mind and soul,and raise people’s level of thinking and acting.”He believes that if you understandthe deeper principles of your work and follow those aims, you achieve a powerthat draws resources – money, people – to you.SacredtextDrV is a doer, not a pontificator. No sacred text has emerged to date.ProsFantastic.Dr V has cracked how to find the path to ultimate spiritual perfection, give tothe poor, and still be profitable. The ultimate in utopian volume marketing.ConsMessagedoesn’t go down too well on Wall Street.BuzzwordsPerfection,vision, self-knowledge, self-transcendence, giving, non-violence, truthfulness,light.BottomlineDrV is living proof that the reward for work is not what you get out of it, butwhat you become from it. Still, signing up to all his ideals may be a bit of along shot for most. Comments are closed.
Previous Article Next Article Comments are closed. Related posts:No related photos. The debate is still raging over the need for HR to sit on the board. Thisissue has gripped the imagination of senior practitioners, academics and themedia and is in danger of deflecting the debate away from where it should be –the impact of HR. Complaining about the lack of HR representation on the board is victimbehaviour and damages the long-term credibility of HR. I have just finished reading a new book by Jack Welch, ex-CEO of globalgiant General Electric, and it has prompted me to revisit the debate. There canbe absolutely no doubt that Welch and GE achieved successful businesstransformation through people. Welch had a passion for people excellence and GE is uncompromising about thestandards it sets. It has a robust HR system in place, which is respected byline managers and demands the very best from people managers right through thebusiness at all levels. What is interesting about the GE situation is that the head HR person, BillConaty, does not have a seat on the GE board. But I doubt this concerns Billtoo much. He is too busy developing the GE strategy and making a difference tothe bottom line every day. I also doubt it inhibits his ability to influenceand wield the power necessary to make change happen on a global basis. Boards have a fiduciary duty to act in the interests of their shareholders,but in great companies, so does everyone else. GE has a reputation forsystematically getting people excellence driven through the business. It has afocused performance management system built within a learning and developmentculture. It is a true employer brand. Analysts on Wall Street are clearly aware of the strength of the people andbusiness processes and it affects its share price. It seems to me this is theHoly Grail for HR – direct bottom line linkages between business strategy andHR strategy and practice. Influence is about being good at what you do and having the courage to standup to the CEO – it is not about what table you sit at. The debate about HR on the board waters down the real issue for HR people,which is the active pursuit of making a difference on a systematic, predictableand consistent basis. So, let us not get hung up on where we sit within the organisation, but onwhat we deliver and what our influence is at every level of the business. If HRis good enough, low and behold we will end up on the board anyway – and notjust because of a notion that there has to be a functional representation atthat level. Let us make sure younger HR people aspire to making a difference rather thansitting at the top table, and I suspect if we do this the rest will take careof itself. By Chris Matchan, Vice-president consumer practice, Korn/FerryInternational I’m so bored with HR victim hang-upOn 5 Feb 2002 in Personnel Today
Comments are closed. Sickness absence rates have increased by more than a third during the lastyear, according to the latest research from the Work Foundation. Its survey of 400 HR professionals reveals that absence rates in 2002 haverisen to 4.1 per cent (or nine days per employee per year) – up from 2.9 percent in 2001. The problem is particularly acute in the public and voluntary sectors, wherethe absence rate has more than doubled from 2.9 per cent in 2001, to 7.8 percent in 2002. The new figures reverse the previous downward trend and are the highestsince 1996, when The Work Foundation first began monitoring absence. Managers believe the most common reasons for absence are cold/flu (59 percent), stress/emotional/personal problems (58 per cent) and Monday morningsyndrome (39 per cent.) Other reasons include sickness of another family member/childcare problems(36 per cent), the concept of taking sick leave ‘entitlement’ (31 per cent),and low morale/boring jobs (31 per cent). Stephen Bevan, the Work Foundation’s deputy director of research, said:”I think the figures largely reflect a rise in long-term absenteeismrather than short-term. Issues relating to mental ill health, such as stress,are one reason for the increase.” More than half of the responding firms offer flexible working. Two-thirds ofthese believe that flexible hours help to reduce absence. Top five reasons for sickness absence– colds/flu– stress– Monday morning blues– sick day ‘entitlement– low morale Sick leave is on the increaseOn 21 Jan 2003 in Personnel Today Related posts:No related photos. Previous Article Next Article
Comments are closed. Proposals to improve managers’ awareness of and training in corporate socialresponsibility (CSR) have been unveiled. A ministerial working group has drawn up a series of recommendations that,if accepted by CSR minister Stephen Timms, would ensure HR plays a strong rolein improving how organisations drive CSR. The Corporate Responsibility Group, headed up by financial ombudsman SueSlipman, has spent the past three months developing a strategy for the futureof CSR in the UK. It proposes that all managers should be trained to ensure that CSR is partof their general business responsibility and ongoing development. The group also called for a CSR academy to look into training needs and pushbest practice, and for MBAs to include a substantial element on CSR. Mike Emmott, employee relations adviser at the CIPD, who was part of a focusgroup for the report, said it could prove an invaluable opportunity for theprofession. “Because it’s about stakeholder relationships CSR has to grow rightthroughout the business,” he said. “HR will have a huge role indeveloping managers’ skills.” The report also sets out a competency framework identifying the keystrengths needed by organisations for effective CSR, which Emmott claims aretraits all good HR directors should already possess. These includeunderstanding society, building partnerships, stakeholder relationships,strategic vision and respecting diversity. Debbie McCallion, HR director at software firm Intentia, said because of itsskillset, HR was ideally placed to take it up but that more needed to be doneto communicate the definition of CSR. www.dti.gov.ukCSR: key proposals– A CSR competency framework to identifycore skills – More integrated CSR training for managers– More training for CSR professionals – A CSR academy to spread best practice – More information for students and employers Plans to boost take-up of CSR set for go-aheadOn 22 Apr 2003 in Personnel Today Previous Article Next Article Related posts:No related photos.