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For all managers out there…
Jane Sparrow, author of the forthcoming Gower book The Culture Builders has set up a survey to help gather information relevant to the book and the themes/topic within it.
The survey is specifically for those of you who manage 1 or more person/s. If you have a spare few minutes to complete the survey, it would be very much appreciated.
Please click here to take part in the survey. You can also visit Jane’s Facebook page for more information.
On Tuesday, May 15th 2012, People in Business are hosting a free seminar which features an overview of their findings, drawn from their project-based experience and a number of two day employer brand knowledge-sharing sessions run with over a 100 hundred local ‘talent managers’ in Beijing, Shanghai and Shenzen.
During the seminar, led by Richard Mosley, Global SVP of Employer Brand Consulting, People in Business will be covering:
• The trends shaping the Chinese labour market
• Attraction drivers, including the relative appeal of Chinese vs. Foreign enterprises
• Recruitment media channels and usage
• Engagement and retention drivers
• Future challenges and opportunities
Over a series of similar sessions, Richard will also be sharing similar reviews of the talent markets in India, Russia, and Brazil.
This is a unique opportunity to share ideas, and capture best practice in managing your employer brand in emerging markets.
Places are limited and allocated on a first-come, first-served basis. To book your place, please email nell@pib.co.uk. If you have any questions, please call Nell on 020 3375 4180.
Gower author, Simon Barrow, is Chairman and founder of People in Business. His book, Employee Communication during Mergers and Acquisitions, with Jenny Davenport, is available from Gower Publishing.
You are lucky if you’re the HR practitioner whose advice is followed without challenge and who is consulted oracle-like before any action is taken toward change. More often, change is already underway by the time HR is first involved: thought processes gone through; decisions have been made; perhaps even action taken.
Entering the change process at this stage, HR must be able to assess how sound the reasoning is, how much the readiness has been examined, how robust the plans for solutions are and how much attention is being paid to the effect on the people. Any weaknesses or gaps found in the assessment put HR in the position of needing to slow things down and get their clients to re-examine earlier decisions, assumptions or actions. It is impossible to do this without strong influencing skills.
Influence is underpinned by credibility and made easier through relationship and HR practitioners must devote energy to establishing their credibility and building their relationships widely so that when the time comes to need to influence, the ground will be fertile. The art of influence is knowing when to push and when to pull; when to ask and when to tell; when to pace the client and when to lead. It is knowing how to insist without dogmatism; how to compromise without folding; and how to withdraw leaving the way open for future progress.
Without influence, the HR practitioner is confined to executing the will of the leaders and cannot add true value to the direction and management of change.
This article (found on their website) is written by Jan Hills who is the partner at Orion Partners and responsible for the HR strategy and HR capability service lines. Jan co-wrote the Gower book Developing HR Talent which is part of the Gower HR Transformation Series.
Our latest Business and Management Catalogue is now completed. Do peruse it for new, forthcoming and popular titles at http://bit.ly/mn5lmR
Jean Binder, author of Global Project Management (Awarded ‘best of the best’ Project Management Book by the Project Management Institute 2008), will participate in the Congres de Management de Projet in Switzerland, and present the topic “Human Resource Management in Global Projects”.
Jean Binder, PMP, has more than 20 years of experience working in project environments, most of them living abroad and communicating in multi-cultural and multi-language environments. He has particular experience of managing global projects, having implemented collaborative tools and techniques in a number of global organisations.
The Presentation will be on Thursday 28th April 2011, 10:30 to 12:10 at The University of Lausanne, Switzerland.
Sandy Pepper, author of Senior Executive Reward, offers a very intriguing perspective on how game theory and the prisonner’s dilemma can help companies wrestling with the thorny question of how senior executives and other employees may interpret your policies on reward and remuneration.
Sadly, in a number of companies, there is still something of a gap between the rhetoric around developing employees and the reality. Stuart Emmett’s refreshing article on the subject, ‘Learning in Companies’, offers you a mirror to hold up to your own organization’s performance in this area. Stuart Emmett is co-author of The Relationship-Driven Supply Chain.
The following has been one of the more popular chapters downloaded on our website and so I thought you’d like to see it here also.
In understanding and protecting ourselves from social engineering attacks, it is important that we understand where the limits of trust should lie. Read the full chapter here.
Ian Mann is the author of Hacking the Human
Employers are vicariously liable for the acts of their employees committed in the course of employment – both at common law and under the anti-discrimination legislation (s.41 of the Sex Discrimination Act 1975; s.32 of the Race Relations Act 1976, s.58 of the Disability Discrimination Act 1995, Regulations 22 of the Employment Equality (Sexual Orientation) Regulations 2003 and Employment Equality (Religion or Belief) Regulations 2003) as well as for defamation. This is because of the relationship of Principal and Agent rather than on the basis of vicarious liability.
An employer is vicariously liable for negligent acts or omissions of their employees acting in the course of employment, whether or not such act or omission was specifically authorised by the employer. To avoid vicarious liability, an employer must demonstrate either that the employee was not negligent in that the employee was reasonably careful or that the employee was ‘on a frolic of their own’ rather than on the employer’s business.
Gillian Howard discusses the law on monitoring telephone calls, emails and internet regulation in this extract from Vetting and Monitoring Employees.
