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An article on HRZone gives a good and succinct explanation of what’s necessary to make the role of HR Business Partner work.
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This interesting article highlights the benefits that coaching can bring in times of uncertainty.
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Beware of ‘soft’ recruitment processes! By this I mean just hiring people on recommendation without a rigorous assessment of the fit between the candidates and the job role. When I was working in the oil industry in the 80s, I was presented with a fait accompli like this on a number of occasions, only to be consulted some months later about how to get rid of the offending person!
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It was refreshing to read this article in the Sunday Times on 2 November: Training your way out of the recession.
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Networking is something that many people feel they must do, but don’t necessarily feel comfortable with it or know how to do it well. Social networking, through media like Facebook and Bebo, is becoming more and more popular. But is it worth the time and effort? And what can you gain from it?
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Foresight, the Government think tank, has just published its report Mental Capital and Wellbeing: making the most of ourselves in the 21st century. Compiled by more than 400 scientists, it is intended to encourage behaviour that will make people feel better about themselves. Unusually, the report’s audience is individuals as well as government policymakers.
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I found this editorial in The Times ‘A Sickening State’ very interesting and the points made are very valid.
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Continuing the theme of dealing with the people implications of the credit crunch, here are a few tips for conveying the redundancy message well.
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Another piece of research by McKinsey demonstrates a gap between perceptions of HR and line managers about talent.
As always, the biggest gaps say the most. In this survey HR is perceived not to have the capability to develop talent strategies aligned with business objectives. I think this is a real indictment of HR.
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Browsing one of my favourite HR blogs: McArthur's Rant, I came across a great list of tips HR the answer to the credit crunch? for effective people management in the credit crunch.
I agree with Scott’s list and would add that if it comes to reducing the workforce:
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do it as quickly and sympathetically as you can
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provide support to those leaving so that they continue to be ambassadors for your organisation, and also
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provide ongoing encouragement, support, positive feedback to the ‘survivors’ – those who remain with the organisation. Those that remain after downsizing often suffer a dip in motivation, which is where knowing your people pays off, as you can tailor your approach to the needs of individuals.
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