This is a two way street. Younger bosses need to realize all the skills and experience older workers can bring and what a valuable asset they can be to the company. While older workers need to realize that although the boss is younger, they still should support and respect them the best they can.
While it's important to understand why employees leave, it's just as important to understand why employees stay. Stay interviews provide companies with a real chance to make necessary changes to help retain current employees – and perhaps even increa
I was recently challenged to put my money where my mouth is in terms of explaining exactly what I would do better if I were an HR director myself, as opposed to being a L&D coaching specialist, who often, as part of my work with an organisation, ends up advising HR directors on how to improve the way they work in this area.
The growth in the use of social media in recent years has been phenomenal. Communications regulator, Ofcom, reported only this month, that UK adults now use technology for more hours each day than they spend sleeping. Article by Jane Cox employment partner at national law firm Weightmans. The younger generation communicate increasingly by text, instant messenger or via social media rather than actually talking to each other over the telephone. Reports suggest that there are now some 750 million users of Facebook with 50% of users logging every day and that some 460,000 new users sign up to Twitter each day. The evolution in communication technologies has not only impacted individual interactions but the way in which employers and businesses communicate also. For businesses, most of their use of social media is outward facing. Networking sites are utilised to raise brand awareness, enhance marketing and communication with customers or consumers but also for attracting new talent. While employers are using social media for recruitment and employee communication and engagement, professional individuals are engaging with this platform also. Whilst many businesses use sites such as Twitter or LinkedIn for professional purposes, vast numbers also have profiles for personal networking and here lies the concern. Social media has not only changed the way that we interact with others but has further blurred the dividing line between our personal and working lives. Communication via Twitter or Facebook is such an instantaneous and unregulated forum that it can be all too easy for ‘tweets’, ‘posts’, ‘likes’, ‘images’ or ‘favourites’ to be misinterpreted or misused. The danger of this is that social media posts to an online virtual audience so extensive is that the ramifications of a poorly written tweet, or controversial ‘like’ can be cataclysmic. One of the most recent examples was the press controversy following David Gold, owner of West Ham football club, favouriting a derogatory message about the club’s manager, Sam Allardyce. The impact of this simple ‘click of a button’ led to significant press speculation regarding Allardyce’s possible dismissal. While Gold later apologised for this action, blaming it on the confusion of jetlag, his actions went viral and made national press. In addition, from an employment law perspective, Gold had provided Allardyce with a strong claim for constructive dismissal. In light of such risks, it can be a real challenge for employers to keep track of developments in social media technology, finding the best ways to exploit business opportunities whilst still minimising the potential risks that such engagement causes. Employers have to strike the right balance between encouraging their employees to effectively use social media in a work context, particularly with a view to attracting new contacts and new business but still ensuring that such use is legal, responsible and not offensive. As with so many other aspects of the employment relationship, it’s crucial that all employers have a comprehensive social media policy which reflects the organisation’s approach and priorities and the likely risks to the business and sets very clear boundaries as what is and is not permitted. The policy must be regularly reviewed and updated, any developments addressed and it needs to be properly communicated to all employees. Implementation will require monitoring, training and a consistent application of the policy if breaches arise, regardless of the seniority of the employee. Any social media policy should do the following: Clearly define what, if any, personal use is permitted; cross refer to other relevant policies such as the employer’s disciplinary procedure and data protection policies; specify whether employees can mention their employer on personal accounts; require employees to set appropriate privacy settings on accounts; remind employees that social media activity is not necessarily private; explain the level of monitoring undertaken by the employer and the purposes for this; emphasise the importance of confidentiality; prohibit all forms of discrimination, harassment and bullying; encourage employees to raise work related complaints or concerns through the grievance procedure; make clear the likely sanctions for any breaches. Social media related issues do not necessarily end when the employment relationship ends. Many employees will have a single LinkedIn profile that they use for both personal and professional purposes. This will include a list of contacts. Whilst a list of contacts in Outlook will usually belong to the employer the legal position as regards to lists on networks such as LinkedIn is not so clear. It’s therefore important that employers ensure that any restrictive covenants in the contracts of senior employees expressly restrict the use of social media. It’s therefore crucial for employers to have a detailed knowledge of how social media works, keep pace with new developments and avoid the disaster of inappropriate activity going viral.
Ask any CEO and they’ll tell you that innovation is vital to a company’s long-term success. In fact, a recent IBM study (IBM, 2010) of over 1,500 global CEOs found that ‘creativity’ was the number one most important capability for achieving their ambitions
Yet many large companies will secretly admit they don’t have the capabilities to innovate continuously. The result of this is that the majority of what they release as ‘innovations’ do not excite their customers, so much so that an astonishing 96% of all innovations released by companies fail to make a positive ROI (Doblin, 2013).
But the good news is that innovation is actually a process that can be trained, and creating a corporate environment which actually encourages innovation is something in which HR departments can play an integral role.
It’s Friday afternoon and one of your employees asks for a private meeting. Before you even close the door, she tells you she’s found another job and is leaving the company. Once you get over the shock, how should you respond? How do you cover her responsibilities? And how do you make sure that the rest of your team isn’t overburdened when she leaves?
The workforce of today which includes people from the baby boomers, Generation X, Generation Y, and the Millennials requires a brand new way of management. The old ways simply do not work anymore. The one site fits all approach no longer works.
According to a report from Deloitte, the most significant HR capital challenges facing businesses around the globe include leadership and development, talent attraction and engagement, and organizational transformation and reinvention
In the sports world employees are free agents at the end of their contract. In the business world your employees are always a free agent. To retain your best talent you must have a viable performance management and talent retention program.
Only grounded leaders are truly up to the task of meeting today's wide-ranging challenges. They inspire people to do good work, not just work hard. Most importantly, they possess the invaluable ability to unite people around visions both grand and su...
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