The HR dashboard — its strategic value

6 February 2012

This article by Dr Tony Miller examines the use of the HR dashboard as a means of aligning HR activity with business strategy. Key dashboard measurement areas include performance, competence , staff satisfaction, value added and compensation, says Linda Holbeche, Consultant Editor.

The workforce under pressure

12 December 2011

The findings of the CIPD’s Absence Management survey (2011) reveal some worrying statistics about the impact of the current pressures on the UK workforce. The economic climate is having a considerable effect on employee absence, the prevalence of reported stress and mental health problems, and the number of employees coming to work ill. Our survey, in partnership with Simplyhealth, suggests there is more that employers can do to effectively manage absence and promote employee wellbeing, and highlights the most pressing issues to address. We discuss some of the headline findings here, together with the implications for employers.

Aligning reward and talent management to achieve organisational success

7 November 2011

In these challenging times, organisations are under tremendous pressure to contain costs; yet, at the same time, they must manage rapid change as globalised markets react so quickly and, of course, they must continue driving towards long-term business goals. Surely these are incompatible objectives? Change demands investment, while cuts and redeployment sacrifice the long-term to immediate survival. HR can offer an approach that integrates talent management and reward and that will go some way to balancing these seemingly conflicting needs and making a substantial contribution to business success.

24/7 Mentoring and performance support

15 August 2011

With organisations seeking greater agility, and more people working flexibly, corporate support systems, processes and practices face new challenges. Changes of priority and focus also have implications for traditional approaches. Talent management, for example, needs to move on from a preoccupation with recruiting and retaining talented people to the building and sharing of winning ways.

Predictive workforce planning

25 July 2011

The fastest growing area of HR is predictive workforce planning. It is easy to understand why; fuelled by the present worldwide economic difficulties, it is an HR function which really makes economic sense. Certainly chief financial officers like it as it is based on factual numeric data, and of course all of the numbers produced by predictive workforce planning can readily be translated into monetary value.

Defining mergers and acquisition success — caveats and best practices

22 June 2011

Mergers and acquisitions are not only fraught with difficulty, but also, as the authors of this article point out, how successful they are deemed to be depends on whose judgement counts most. Danny Davis points out that in many cases “success” is left to external audiences such as the media, to define and advises companies involved in M&As to proactively set their own measures of success and to use these to both manage the M&A and shape perceptions of stakeholders about what real success for the deal looks like.

Managing coaching: buyers’ and external coaches’ views on putting the basics in place

23 May 2011

Based on her research and practice as a professional coach, Carol Braddick argues the case for a more proactive contribution from external coaches in assisting organisations to develop strategic direction in their use of coaching. She confirms that experienced coaches are increasingly urging organisations to clarify their purposes for using external coaching before implementing processes such as coach selection or interviewing external coaches for a specific coaching engagements. By drawing on external coaches’ observations on their experiences in selection, HR can learn how well coaching fits within their broader development strategy.

Giving functional heads seats at the boardroom table

23 May 2011

For many senior HR professionals the old question of a seat at the boardroom table is still a live issue. Despite the adage “our people are our greatest asset”, HR professionals rarely make it to the top. As functional leaders they are not alone, but may in some ways contribute to the self-reinforcing stereotype. Professor Colin Coulson-Thomas explores some of the reasons why this might be, and the nature of skill and experience required for board competence. He suggests ways in which HR can break out of the exclusion zone.

A radical challenge to the practice of policy-making in HR.

26 April 2011

This article challenges the idea that (HR) policy-making and implementation are linked by a ‘linear red-thread’. In today’s messy and fast-changing scenarios a more vital and experiential approach is needed to help bridge the gap between intent and implementation, taking into account the day-to-day conflicts and difficulties of life in the present. Dr Rob Warwick proposes a reflexive approach which draws on complexity theory and his own experience within the NHS..