News

Companies admit to talent management failings
The HR Weekly Bulletin 27/09/07

Most employers lack faith in their talent management processes, according to a new study. Fewer than one in four respondents is confident their company is accurately identifying talented individuals in order to deliver the leaders of the future. Managers lack confidence in their organisation's ability to manage careers too, with 72% expressing concern. The study, conducted by Hay Group, also found that two thirds of firms admit they cannot seem to hold on to their high-potential employees, confessing they need to adapt their talent management methods if they are to remain competitive. "The ability to recognise and nurture both the short and long-term potential of employees is essential, yet organisations are failing to do this," said Chris Watkin, head of talent management at Hay Group. "The key is to ask a deeper question, not just about potential, but potential for what ?"  

For further reading see www.humanresourcesmagazine.com

Flexible working isn't all it's cracked up to be
The HR Weekly Bulletin 14/09/07

Flexible working does not always result in an improved work-life balance, according to a new report by the Orange Future Enterprise Coalition. Of those employees working flexibly, 40% said they are not able to make the most of their leisure time and do not have quality time with their families. Nearly half claim they have to work more during their free time than they used to, including evening and weekends. Flexible workers also feel that being out of the office may result in them being left out of the loop. Robert Ainger, director of communications and operations, Orange Business Services, said: "The UK business community has made a positive move towards the adoption of flexible working practices. However, there are gaps between perception and reality and there are major challenges for both employers and employees in dealing with flexible working."

For further reading see www.humanresourcesmagazine.com

One in three wants to change boss

One in three employees would change their manager if they could, a survey from Investors in People has suggested. Poor communication and managers claiming credit for someone else's work were the chief gripes amongst workers. Bosses who take an interest in their employees' careers and who delegate tasks effectively are the most popular amongst staff. Long-term staff were less happy with their bosses than new joiners, the survey suggested. Employees in bigger firms were more likely to want to swap their manager than those in small companies. "The fact that almost a third of employees would like a new manager should make bosses sit up and take notice," Ruth Spellman, chief executive of Investors in People, said.  "Managers need to focus their efforts on setting clear tasks and targets for their staff.

"Managers should also take note of the messages around delegation, remaining firm but fair, and the importance of looking after their people's careers."

Investors in People surveyed 1,700 UK adults.  Story from BBC NEWS: http://news.bbc.co.uk/go/pr/fr/-/1/hi/business/5270540.stm

Spotting and tackling stress in the workplace

98% of British small business owners and managers feel stressed at work, with more than a quarter (26%) feeling under pressure for between 75% and 100% of the time. New research by Bibby Financial Services show that the small business sector is particularly prone to suffer from a poor work-life balance.

With stress in the workplace a growing problem Bibby has drawn up the following tips to enable owners and managers to spot the tell tale signs of stress before it terrorises the office:

Watch out for ‘sickies'
The most common side effects of excessive stress levels are irritability, insomnia and difficulty concentrating, however, more serious physical complaints such as migraines, nausea and ulcers can be caused by feelings of stress for prolonged periods of time. A rise in staff taking frequent short spells off work should be a warning bell that morale and confidence is low.

Putting in the hours
Not leaving work on time at the end of the day could indicate there is too much to cope with. Staff who work under added pressure feel that they have to overcompensate for low or fluctuating concentration levels throughout the day by staying late.

Paperwork pile up
If the workspace is turning into a ‘paperwork pile up', it could indicate staff are feeling so under pressure they are unable to clear things up as they go about their work. This can in turn aggravate feelings of stress and increase negativity.

If any of the above sounds familiar practical steps can be taken to combat the problem:

Don't depend on long hours
Don't start depending on your team's long hours. Chances are they are being put in to make up for poor organisation and planning in the workplace. Get back to grass roots and look at the cause of the problem.

Reward commitment
If you do need the team to go that extra mile and you don't pay overtime, think creatively about how you can give them other rewards – such as time off in lieu and one-off bonuses – to reward commitment.

Ask around
Find out about staff needs and expectations – what type of work-life balance initiatives would they prefer and how do they see it working in practice? Involving staff in the decision making process will increase the likelihood of success.

Shout about it
Remember to include your commitment to work-life balance in recruitment advertising and explain your staff policies to new joiners. Ensure your policies are comprehensively explained in the staff handbook and in team briefings.

Find this page online at: http://www.bytestart.co.uk/content/legal/35_2/tackling-workplace-stress-.shtml