by Press Association on September 3, 2010
The number of HR professionals concerned about the way their organisation or clients manage financial risk associated with rewarding staff has risen in the past 12 months, a survey of Chartered Institute of Personnel and Development (CIPD) members has shown.
The findings, published in the report Managing Reward Risks: An Integrated Approach, reveal that 15% of those polled think that their organisation is poorly prepared to deal with reward-related risk – up from 9% in 2009.
A major reward concern for HR professionals is how effective the pay and benefits package are in attracting and retaining key talent, rising in the rank of risks faced by employers in the past 12 months.
Another concern was the ability to engage employees through pay and benefits and the ability to change these benefit practices.
Concerns surrounding the ability of line managers to manage reward was ranked second on the list of concerns for 2010.
The people management and development institute found that only 15% cite their organisation as well prepared, compared with 17% in 2009.
Copyright © Press Association 2010
by Press Association on September 2, 2010
New research has found that most managers are not always successful in solving problems, even if they are well educated and have several years of experience.
The study by Professor Yiorgos Mylonadis at London Business School, which looked at how people define and solve problems, found that most managers use hypothetical models, which limit their problem-solving capability.
Instead of neglecting the individuals involved as well as the uniqueness of the case, Prof Mylonadis has urged managers to first define the problem with the help of those around them, identify options and then arrive at a solution that is the best for all involved.
He said: “If you look at engineering or architecture the ability of people to explain the problem they’re working on, and ask questions so they can get feedback is very high without their need to resort to either dogma or trivia.
“They are helped by reference to blueprints which are a highly codified way of communicating. Our equivalent in management is jargon.
“Like blueprints, jargon was invented to make our exchanges efficient. But the analogy to the blueprint ends when jargon becomes meaningless. It is also a sure way of eradicating any arguments left standing from the onslaught of dogma or trivia.”
Copyright © Press Association 2010
by Press Association on September 1, 2010
Senior managers need to work towards regaining their employees’ trust which has been severely eroded by the recession, a new study has said.
Staff in firms badly hit by the downturn are blaming poor management for job losses and closures, and levels of trust in their bosses is extremely low, according to the Institute of Leadership & Management (ILM).
The institute’s survey of 5,000 workers found that women executives enjoy more credibility than men, and trust in firms is higher if measures such as flexible working are in place.
ILM chief executive, Penny de Valk, said: “It is clear that the actions of senior managers are scrutinised to a far greater extent during times of crisis, and major cuts are often seen as the direct result of poor management – even when this might be beyond their control.
“Yet in those organisations where impacts of the recession have been seen to be managed well, trust levels are significantly higher. Female chief executives in particular have fared well at driving trust during times of adversity.
“To boost trust it is important for senior managers to increase their visibility and communicate effectively with staff.”
Copyright © Press Association 2010
The Voice is your quarterly link to current insights, events and relevant articles to drive performance in leadership, sales and service
Employee engagement is a critical issue in today’s marketplace and the question facing many is how do we deliver more for less and maximise the performance of our people?
Through this series of articles we would like to share with you the ideas and innovations we have put into practice with a range of clients from Virgin Atlantic and O2 to British Gas and TUI.