News archive

Workplace feud resolution made easy 31/1/11

Managing workplace grievances typically takes up to 14 days per case in management time, a study carried out by the Chartered Institute of Personnel and Development (CIPD) has revealed.

Findings from the Managing Conflict at Work (2011) report reveal that the issue is more important than ever before, particularly when this cost is combined with Government proposals to implement employment tribunal charges and extend the time period in which employee's are protected from unfair dismissal from one to two years.

The recent policy shift towards managing disputes internally and reducing financial costs means that more responsibility falls to HR and line managers.

The CIPD's Conflict Management Conference has therefore been developed to prepare those dealing with disputes and tensions in the workplace to manage conflict and tackle difficult situations with confidence.

The conference will offer practical advice from experts and afford delegates the opportunity to practice conflict management skills, develop techniques in mediation and dispute resolution scenarios and learn from expert case study examples.

The chair of the conference, Keith Mizon, Acas director for individual dispute resolution, will give the opening speech and briefly summarise individual conflict management and dispute resolution issues.

Mike Emmott, CIPD employee relations adviser, said: "HR needs to develop more positive strategies for dealing with workplace conflict. Once a disagreement goes down the path of formal action, it can become increasingly difficult to secure a satisfactory outcome and the legal ramifications can be both costly and time-consuming."  

Skill shortages frustrate firms 28/1/11

Headhunting firm Alexander Mann Solutions has revealed that 75% of businesses say they are unable to hire new workers because of a lack of skills in the labour market.

A survey completed by the group revealed that human resources (HR) departments see skills shortages as a major frustration during the recruitment process.

Firms have said there is a constant struggle to fill vacancies with the labour market "supply" failing to meet the demand.

The Daily Telegraph reported the findings on the same day that the Government outlined proposals to help employers new positions with the reforms of the employment tribunal system and introducing an Employer's Charter.

Rosaleen Blair, chief executive and founder of Alexander Mann Solutions, said: "The last 12 months have been difficult for the business community, and as we move into a more positive new year, the war for talent is set to continue.

"HR professionals will have a key role to play in identifying and retaining skilled workers. As competition to attract this top talent hots up, it's going to be essential for organisations to take a more strategic and innovative approach when implementing recruitment policies." 

Recruitment and selection training courses with the Centre.

Firms 'must look to future' for HR 27/1/11

A London Business School professor believes that companies' human resources departments must show they are able to look to the future and embrace innovation if they are to be successful.

Lynda Gratton told a management summit that any blueprint for HR must be able to show they can move with the times.

She added that HR plans must take into account a constantly changing world alongside an understanding of the leverage needed for future preparations.

When an executive asks HR about "the future", HR must be able to answer, she added.

Professor Gratton told delegates at the HR Directors Business Summit: "The most important thing you can do right now is to have skills in futuring. Sooner or later the CEO will ask about the future and you will need to put together an answer at short notice.

"The UK used to be leaders in HR innovation; it is not so much now," she claimed, adding that HR still places too much emphasis on irrelevant issues."

Prof Gratton believes that "the classic job of middle manager will soon disappear" as the role can now be filled by technology which is able to monitor performance, provide immediate feedback and create reports.

The most skilled managers will have specialist skills which can lead people across perceived boundaries in an ever-globalised world, delegates were told.  

The Centre has training courses in Strategic planning and thinking, Creativity and innovation, and HR skills for non HR managers.

Sector priorities 'polar opposites' 26/1/11

A survey has revealed that companies in the private and public sectors have hugely differing priorities for the year ahead.

The poll by XpertHR found that private sector firms are focusing on hiring staff and improving their recruitment drive, while those in the public sector are looking to cut costs and restructure management.

Furthermore, the private sector hopes to improve morale among staff following tough conditions which saw a number of job losses.

However, with the public sector not out of the woods, companies said they would be looking to draw up cost saving plans, which could include staff changes and redundancies.

Noelle Murphy, employment relations editor at XpertHR, said: "We would expect some differences in terms of priorities for the coming year within different sectors, but this year the sectors are polar opposites.

"HR in the public sector is certainly geared up for a difficult year, with all of our respondents referring to change management, cost-cutting, restructuring and redundancies as priorities, while HR in the private sector appears to be concentrating once again on core issues such as organisational and leadership development." 

The Centre's training in Recruitment and Selection.

BMW aims to better customer service 25/1/11

BMW is hoping to stand out from the crowded car manufacturer market by improving its customer service.

Some 148 dealerships in the UK, involving more than 4,900 employees, have completed the award-winning Welcome To The BMW Car Dealership programme.

The scheme, which involves web-based learning, and aims to better the service in both sales and aftercare departments, will also be rolled out for another 1,400 employees this year.

BMW says its in-house training will help it to distinguish itself from other competitors.  

HR 'not performing core functions' 24/1/11

HR departments are failing to carry out functions related to business strategy, new research has indicated.

According to a study by consultancy firm Mercer, just 15% of activities performed by HR departments are related to "pure strategic interventions".

The results of the survey of 500 HR directors from Europe, the Middle East and Asia suggest that HR might not be the core business function that it strives to be.

Brad McCaw, co-author of the report, said shortfalls in skills and management ability might be damaging the reputation of HR and contributing to its failure to be fully embedded as a strategic partner.

McCaw said: "This gap in perception and activities can be addressed by investing in the skills and training of HR staff, while also increasing awareness and people management skills amongst line management to ensure their activities encompass not only the day-to-day work that needs to be done, but also supports the strategic direction of the business. Measurement and analysis are also vital."

However, Vanessa Robinson, head of HR practice development at the Chartered Institute of Personnel and Development, argued that HR's strategic involvement may be underplayed in the survey findings.

She said: "There are always going to be elements of everybody's jobs that are more transactional. People need to get paid, training needs to be booked."  

The Centre's training can help you! HR skills for non HR managers; Strategic planning and thinking.

IT workers 'unhappy with training' 21/1/11

More than half of technology personnel are not receiving the necessary training to keep their skills up to date, research has suggested.

A survey of around 400 staff at firms ranging from Accenture and Apple to Capita and Hewlett-Packard found that 62% felt they were not receiving sufficient training, while 85% were dissatisfied with the development they had received.

The study by Unite also found that 92% of personnel felt that they had not been fairly rewarded for their efforts over the last three years, while 52% said the assessment of their performance over that period had been neither fair nor accurate.

Just under a quarter were happy with their progress, but 78% indicated that they were either 'dissatisfied' or 'very dissatisfied' with the way their work had been assessed.

Peter Skyte, Unite's national officer, said it was concerning that so many staff were dissatisfied with how their performance was managed and assessed by employers.

He said: "In such a fast-moving sector, the fact that almost two-thirds of people felt they did not receive the necessary training to keep up their skills is deeply worrying.

"UK workers will lose out unless they can compete in the global IT market. Employers must do more to keep their employees' skills up-to-date."   

Senior bosses 'live in a bubble' 20/1/11

Boardroom directors are living in a "bubble" and have lost touch with their staff, according to research.

The Roffey Park Institute said that its annual Management Agenda report showed that senior managers have higher optimism levels than those below them in their organisations, but they are wearing rose-tinted spectacles regarding staff restructuring and downsizing.

Although more than 80% of board directors said they were confident their companies had handled redundancies correctly, only 44% of junior managers agreed with their assessment.

Senior executives also tend to be more secure in their jobs, be happier with their work-life balance and feel more positive about the leadership of their organisation.

Roffey Park Director of Research Jo Hennessy said the results reveal a danger that senior bosses could become removed from the concerns facing their employees.

She said: "The Management Agenda 2011 findings suggest many senior executives are living in their own world, which has a distinctly rosy hue, for their positive view is out of sync with the concerns and challenges of managers reported by managers beneath them." 

Improve Internal Communication in your organisation. 

Graduates 'struggling to find work' 19/1/11

Research suggests that those leaving university this summer without any previous work experience will struggle to find employment, despite an increase in the number of graduate job vacancies available.

A survey of employers carried out by High Fliers Research found three-fifths of firms said graduates with no previous work experience have little or no chance of getting their foot in the door.

The Graduate Market in 2011 report analysed graduate vacancies and starting salaries at Britain's 100 leading employers and found that applicants who have already worked for a company as an undergraduate would fill 32% of available vacancies, increasing to 50% in sectors such as investment banking and law.

It also concluded that employers expect to hire 9.4% more graduates in 2011 than during 2010, with three-fifths of firms expecting to recruit more people than last year, although graduate recruitment has yet to recover to 2007 levels.

The study says: "Many recruiters commented that irrespective of the academic results that a graduate had achieved, it would be very hard for an applicant to demonstrate the skills and competencies that they were looking for if they'd not had any prior work experience."

Martin Birchall, managing director of High Fliers Research, said: "With record numbers of students due to finish university in 2011, it's very encouraging that Britain's best-known and most sought-after employers are offering more graduate vacancies this year." 

Managers find rules 'about right' 18/1/11

Three out of five managers in the UK believe existing health and safety regulations are "about right" and most do not feel they are putting a burden on their business, according to a study.

Law firm Norton Rose said 59% of the 600 safety managers it surveyed think the existing rules are balanced, with only a third considering them too cumbersome.

Also, 88% of the managers polled said they had enough to enforce the required policies within their firms, and 59% said they were getting all the necessary information and guidance from the Health and Safety Executive.

Just over a fifth (22%) cited a specific negative impact on their business because of the current regulations.

Last year Lord Young made a series of recommendations on easing the burden of health and safety legislation on small businesses.

Norton Rose executive Caroline May said the review, which aimed at "tackling red tape and the compensation culture", means the issue is "very much on the current policy radar."

She said: "What our study has shown though is that the commercial impact on business of health and safety legislation is relatively minor. It has become fashionable to decry the red tape burdens of health and safety, but a significant amount of respondents to our survey felt it was a non-issue.

"That's not to say that there is no room for improvement. The survey identified some important improvements that should be examined. These included the more bespoke application of regulation to differing industry sectors and the desire for more personal, face to face interaction with the HSE."     

ACAS launches online management aid 14/1/11

ACAS has launched a new online resource which it hopes will make it easier for managers to support their staff.

The employment mediation service's 'top tips for better management' groups guidance and practical resources together from a range of bodies, including ACAS, the Chartered Management Institute (CMI), Chartered Institute of Personnel and Development (CIPD), Department for Work and Pensions (DWP), Health and Safety Executive, and Affinity Health at Work.

It links to further information and identifies a 'five-a-day' programme to help managers improve their skills and further motivate their team.

John Taylor, ACAS chief executive, said: "This will make it much easier for managers to find the guidance they need to get the most out of their staff. By changing a few simple behaviours line managers can really get the best out of their people."

CMI chief executive, Ruth Spellman, added: "Our recent Future Forecast research highlights experiences from an unsurprisingly difficult 12 months. The good news though is indications are that green shoots of recovery are emerging, with many managers saying they are looking forward to new challenges in 2011.

"The quality of our managers will be vital to building the success of this country's economy, and professional, qualified managers will be crucial if organisations are to survive the tough times and succeed next year."  

The Centre's training - Coaching skills for managers.

Concerns over equality legislation 13/1/11

Bosses at four out of 10 firms said their HR staff may struggle to meet the requirements of the job because they are not taught the most recent changes to equality legislation, a study has revealed.

The statistics, revealed in XpertHR's 2011 diversity training survey, came despite most companies putting some of their HR staff through diversity-related courses.

Many firms pointed to poor funding and issues with support from senior management when asked about problems with such training, the study of 103 employers claimed.

But the Equality Act 2010 was a hot topic among firms - with HR staff at seven out of 10 organisations trained on the law.

And among firms with no training in place, 21% planned to tackle the issue by the autumn.

Charlotte Wolff, XpertHR training editor and author of the report, said: "Given the prominence of legislation in this area and the breadth of its coverage, ensuring HR has the right levels of expertise in equality law is vital.

"Employers that are not offering and encouraging training and development in this area could face major issues, and potential claims of discrimination in the future." 

The Centre can teach you everything you need to know in the area of diversity and equality.

Intern training wage 'won't work' 12/1/11

The TUC is arguing against plans for an hourly training wage for interns.

The Chartered Institute of Personnel and Development (CIPD) recently released a report - Blueprint for Growth - which calls on the Government to introduce a £2.50 an hour training wage into National Minimum Wage legislation for internships lasting for three months or longer.

However, the TUC said that the proposed training wage scheme will not work and is not the way forward.

Brendan Barber, general secretary, TUC, said: "This proposal would allow unscrupulous employers to ignore the national minimum wage (NMW), since the concept of internships is not defined in law.

"The idea of a minimum wage rate for training has already been tried and it failed. In 2006 the Government abolished the NMW development rate after it was found to have been widely abused."

Mr Barber added: "The TUC is strongly in favour of good training schemes, but we must always be on our guard against rogue bosses who want to use unpaid interns instead of paid workers.

"We urgently need more rigorous enforcement of the NMW to ensure that so-called interns are not exploited and abused."

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Special school teachers plan strike 11/1/11

Claims of growing violence among some pupils at a special school are behind the staff's decision to vote to strike, a trade union has said.

Violent incidents at the Lanchester School in Castle Bromwich, West Midlands, went unanswered by the local education authority, according to the GMB, who said that more needs to be done to combat disruption.

The industrial action had been voted for in order to protect staff and students from future violence and highlight the problem, a spokesman for the union said.

Staff at the school, which is run by Solihull Council, have been repeatedly kicked, punched and threatened, the GMB said, leaving one teacher needing a knee operation.

GMB regional secretary Joe Morgan said: "Teachers and support staff at Lanchester School are committed to the education and care of vulnerable young people at this special school.

"It is abhorrent that they are being forced to take strike action in order to ensure a safe environment in which children and staff can learn and work without fear of being assaulted or injured."

The official continued: "GMB and the NUT (National Union of Teachers) have been calling for measures to be taken by the school and local authority in order to address the escalating level of disruptive and violent pupils."

The result of the ballot demonstrated the grave concerns of teachers and support staff at the school, said Mr Morgan, who urged Solihull Council to address the safety concerns urgently. 

Handling difficult people and situations - training with the Centre.

Staff Training Priority For Bosses 10/1/11

Re-skilling, training and staff development is the most important issue for health workforce managers, narrowly pipping budget cuts or maintaining service quality during organisational change, a study from Skills for Health has revealed.

The survey of directors and senior managers from the NHS, independent and voluntary sectors in the UK found that 36% cited skills development as one of their top three workforce issues for the coming year.

Maintaining service quality during a time of rapid change came second (35%), followed by dealing with budget cuts (33%).

With the Department of Health currently consulting on proposals for a new framework to develop the healthcare workforce, the annual research from Skills for Health indicates that skills development remains high on health managers' workforce agenda.

Skills for Health chief executive John Rogers said: "At a time when the framework for health workforce development is under review, this annual research from Skills for Health offers a valuable insight into employers' workforce concerns.

"Employers tell us that effective skills development, across the whole workforce, is vital if they are to cope with significant change within the sector over the coming year and we will be reflecting these concerns in our response to the consultation." 

How to be an effective training administrator - training at the Centre.

Bonuses affect morale warns union 7/1/11

A major union leader has warned that bosses who receive large bonuses are creating a breeding ground for "desperately low morale".

TUC general secretary Brendan Barber has accused industry heads of having their "snouts deep in the trough" whilst many firms struggle to recover from the recession.

He told the BBC Radio 4 Today programme: "Even at a time when companies have been going through some pretty serious difficulties and we have not seen significant improvements in share prices, even in those circumstances top corporate leaders have still had their snouts deep in the trough.

Research published by the Incomes Data Services indicates that the income of FTSE-100 directors had grown by 55% in the last 12 months, but the average pay settlements for the workforce hovered around 2% and 3% mark, below the current 4.7% rate of RPI inflation.

Mr Barber also suggested that shareholders should try and address the issue by using their powers to veto boardroom pay increases.  

Management training with the Centre.

Police look to John Lewis for tips 6/1/11

A major department store is set to pass on its customer service expertise to an unusual client - the police.

The Greater Manchester force is working in partnership with John Lewis in order to broaden its skills in dealing with the public.

Police officers in Bolton are set to learn skills in being more polite and approachable for the masses as part of the force's internal training policies. Skills in approachability and politeness will be passed on to officers in Bolton as part of the force's internal training.

The initiative aims to encourage front-line officers to boost their professionalism when dealing with people who have suffered or suffered from or witnessed crime. Police managers will visit the firm's Cheadle store in order to gain pointers on best practice, and will also branch out to other companies in a bid to boost their skills.

GMP Superintendent Nadeem Butt said: "We will continue to look at how other organisations deliver their services so that we can continue to build upon and improve the policing service that we provide to the public of Greater Manchester."  

The Centre's training in Customer care can help you.

Call for representative recognition 5/1/11

Employers have been called on to recognise how employee representatives boost relations in the workplace.

The call comes from employment relations organisation Acas, which also highlighted the role of representatives in improving change management.

UK businesses currently boast around 320,000 on-site representatives, according to figures from the Department for Trade and Industry - now the Department for Business Innovation and Skills.

Acas claims that many people were unsure about what an employee representative actually does.

It also said that many were in the dark over how representatives negotiate with management and deal with disciplinary issues.

To support this, the body has produced a guide designed to clear some of the confusion over these matters.

The guide, Representation: Finding Its Voice, details the benefits that a representative can offer and also tells of how they are elected.

John Taylor, Acas chief executive, said: "In these challenging times it is even more vital to give employees a voice and to work collaboratively as a team as much as possible. Managers should involve representatives in wider business issues wherever possible." 

Disadvantaged applicants 'excluded' 4/1/11

Many employers are still unwilling to hire applicants from disadvantaged groups, new figures have suggested.

One third of employers actively exclude some disadvantaged groups from their recruitment process, according to a study by the Chartered Institute of Personnel and Development (CIPD) and professional services firm KPMG.

This was an improvement from a 2005 CIPD survey, which found that 62% of companies did not consider applications from disadvantaged groups.

However, three quarters of employers have not hired from groups such as young people without qualifications, ex-offenders or older workers, in the last three years.

Ex-offenders were the most likely to have their applications turned down, with nearly one fifth (19%) of employers refusing to consider applications from this group.

Young people aged 18 and under with few or no qualifications were not considered by 16% of companies, and employers considered this group to be the worst performing.

CIPD public policy adviser Gerwyn Davies said: "Employer reluctance to recruit from groups who have faced barriers to employment shows that the Government still faces a huge challenge in getting more economically inactive benefit claimants - especially those with a criminal record - off welfare and into work."  

Quota unlikely for female directors 31/12/10

A business advisor to the Government is unlikely to recommend the introduction of a fixed quota for female company directors.

Lord Davies of Abersoch, the former trade minister and ex-chief executive of Standard Chartered, has been tasked by the Government to examine ways to get more women serving on company boards.

His final report to Business Secretary Vince Cable is due in February, and is likely to suggest a more transparent selection process for senior appointments.

Lord Davies wrote on The Guardian website's Comment is Free section: "Quotas have proved successful in some countries but many of the women I have spoken with are against these.

"I have not ruled them out as a recommendation but at the moment I am not convinced that they are the right method to encourage progress.

"Female executives need to be recognised for the talent and skills that they possess. I know there is a multitude of women ready for board appointments, but from the conversations I have had it seems the root of the problem may be accessing this pool of talent."

Lord Davies dismissed suggestions by "some old-fashioned chairmen" that there was a lack of female executives capable of taking on top-level boardroom appointments.

He said that among the proposals his review group had considered were increasing the transparency of appointments through nominations committees, a code of best practice for head-hunters, and the creation of an academy for female executives. 

SMEs 'confident for year ahead' 30/12/10

Next year appears as though it will be a buoyant time for workers and employers alike, according to a survey of small and medium enterprises (SME).

Figures from Orange show that around three-quarters (74%) of SMEs are planning on bringing in flexible working hours for staff in 2011, in a bid to improve efficiency among workers.

Meanwhile, more than a quarter of the 2,181 SMEs polled said they wanted to employ more staff in 2011 than they did this year.

Also, businesses were remaining confident for the year ahead, with 76% anticipating a better year financially than 2010 or at least to perform on par with this year over the next 12 months.

Martin Lyne, SME marketing director, Everything Everywhere for Orange, said: "These results provide an interesting snapshot into SMEs' plans for 2011, and it's great to see that businesses are positive about next year.

"What is also encouraging is the overwhelming number of companies that plan to introduce flexible working. It demonstrates a strong desire to drive a more efficient business, and is also a great way to help employees strike the right work/life balance."  

Right culture 'helps productivity' 29/12/10

Staff members' productivity and profitability can be improved through the creation of the right culture at work, it has been claimed.

It is also thought to build employees' resilience in a bid to see them thrive and succeed in a regularly-changing business landscape.

A conference being run by the Chartered Institute of Personnel and Development (CIPD), called Well-being and Resilience, will explore the theme.

UK employees on average take 7.7 days absence a year at a median cost of £600 to the economy, the CIPD's Absence Management survey found.

Developing a comprehensive well-being strategy that builds employee engagement, well-being and productivity makes a lot of sense from a business point of view.

The conference will explore the many ways that organisations can embed a strategy for well-being into the core of corporate culture. Seminars and case studies will demonstrate how to build a strategy for well-being into the leadership and culture of the organisation and then enhance capabilities to deal with health and well-being issues at line management level.

Ben Willmott, CIPD Senior Public Policy Adviser, says: "Line managers and HR need to be on the same page when it comes to their employees, working together to develop effective approaches to supporting employee health and well-being and engagement." 

Bank chief urges firms to innovate 24/12/10

A business expert has said companies must innovate in order to succeed in 2011.

This approach should be taken across the entire business model, right down to the recruitment of new staff.

Noel Quinn, head of commercial banking for HSBC, said that firms could enhance their trading prospects by focusing on product and technology innovation, changing business practices and opening up new markets.

Mr Quinn also stressed how businesses could benefit from offering graduate trainee jobs.

He said: "I saw an engineering company who have had a policy for many years of trying to have at any point of time 200 to 250 graduate engineers working in their business.

"The graduates played a key role in the development of new products and enabled the company to provide an excellent service.

"They base those engineers all around the world. They now have a unique product in the market," he added.    

Staff level disengagement revealed 6/12/10

Research carried out by the Economist Intelligence Unit has indicated that 84% of top executives in companies across Europe and the Middle East believe disengaged employees are one of the biggest threats facing their business, yet this issue is rarely addressed by senior company officials.

The study revealed that while an unmotivated workforce seems to be a common problem for firms, 43% of board directors admit that engagement issues, such as staff motivation, identification with the company goals or willingness to "go the extra mile" for the firm, are "occasionally", "rarely" or "never" discussed in the boardroom.

The study revealed that only 12% of those polled worked for companies which "regularly and often" tackle staff with "continually low engagement".

Also, 47% of senior executives believe they have increased levels of employee engagement in their firm, a view shared by only 16% of lower-ranked employees.

The fact that only 13% of senior executives believe that line managers and middle managers are "chiefly responsible" for staff engagement starkly contrasts the views expressed by such individuals who believe that it is the "motivational ability of one's line manager" that determines engagement.

"This research strongly suggests that many, though certainly not all, CEOs retain an unrealistic and over-optimistic view about their own impact when it comes to staff engagement," said Paul Lewis, managing editor of executive briefing at the Economist Intelligence Unit. 

43% expecting training budget cuts 3/12/10

Almost half of all UK managers expect their budget for training staff to be cut again next year, research has shown.

The Chartered Management Institute said 43% of bosses believe this to be the case, prompting fears of a skills shortage among some employers.

Bosses should instead focus on cutting costs by using the internet to train employees, the institute added.

Training workers online is increasingly common. According to a survey carried out by the institute in March, around one third of workers would prefer to be trained via the internet, although around the same amount say they would rather rely on the advice of trusted colleagues.

The institute said it is offering firms free samples of its online Management Direct service for next seven days, providing a taster of the resources available for staff training.

Ruth Spellman, the institute's chief executive, said: "Business leaders will need to embrace the concept of training on a shoestring in 2011. Doing nothing is not an option.

"They need to consider alternative ways to continue to develop the skills of their staff, or risk failing to put them in the best possible position to take advantage of the upturn when it comes."

Budgeting for non financial managers and How to be an effective training administrator, training courses with the Centre. 

Social media workplace row warning 2/12/10

A conciliation firm has warned that social media tools like Twitter and YouTube could worsen unofficial industrial disputes in the future.

Peter Harwood, chief conciliator at the arbitration service Acas, said that by using easily accessible and speedy online communication methods, mobilising workers is now quicker than ever before.

He added: "New technology is changing the way in which workers are able to organise.

"Demonstrations and flash mobs can be arranged at the touch of a button and they can communicate in seconds, not just nationally but internationally."

Mr Harwood said last year's wildcat strikes at the Lindsey oil refinery indicated the quickness in activity that an online network of people enabled.

He explained: "The Lindsey dispute was characterised by the setting up of networking groups. There was a website and text message and email groups, enabling demonstrators to communicate rapidly across the country and to expand the action to over twenty other major construction sites within hours."

He said that while both employers and unions treat unofficial industrial action with caution, the lack of industrial leadership in such disputes makes negotiation complex and resolution difficult to reach.

He warned: "Employers and unions need to understand the role of new technology and not just leave it to their IT departments."  

Social media and online communications: a strategic approach and Handling difficult people and situations courses with the Centre.

Global succession planning warning 1/12/10

UK companies are being held back by their failure to identify and develop internal people with the potential to fill key leadership positions, according to a new study.

It found they are at greater risk of missing talent opportunities than organisations in the United States and Western Europe because most do not manage succession planning on a global basis.

Just 47% of UK-based international companies manage succession planning globally, compared to 69% of organisations based in Western Europe or North America, revealed the research by Personnel Today and international HR software company Cezanne.

Internationally, 57% of companies surveyed had a common HR system covering some or all of the countries they operate in.

"Succession planning is a huge concern for UK business and the HR profession given the critical role that talent will play for organisations going forward," said Julie Windsor of Cezanne. 

Job satisfaction 'rising' in the UK 30/11/10

The 'fixed grin' phenomenon identified during the recession has returned, according to a new survey, leading to a surprise boost in job satisfaction across the UK this autumn.

The Chartered Institute of Personnel and Development (CIPD) questioned more than 2,000 workers for its quarterly Employee Outlook survey.

Its findings revealed that job satisfaction - calculated in the survey by subtracting the percentage of employees satisfied from the percentage dissatisfied - has climbed across sectors to a net score of +42 from +35 for the previous quarter.

Despite this, the survey painted a bleak picture of employee attitudes following the £81bn of public spending cuts announced by the Government in the Comprehensive Spending Review.

A quarter of public sector workers think they are likely to lose their jobs, while 63% said stress has increased as a result of the economic downturn. This was a rise from 54% in the last quarter.

Respondents across all sectors were also found to be three times more likely to report their standard of living over the last six months had fallen (29%) than to say it had increased (9%).

Ben Willmott, CIPD Senior Public Policy Adviser, said: "The findings echo what happened during early spring 2009 against the backdrop of recession, when job satisfaction hit +46, before falling as economic and employment conditions improved.

"Both then and now there was talk of job losses and bleak economic commentary, suggesting that - when faced with an uncertain outlook - employees place more value on simply having a job than they do during more benign economic times.

"They are also less likely to look enviously over the fence and think the grass may be greener with another employer, which is not surprising given that two-thirds of employees think it would be difficult to get a new job if they lost their current position." 

The Centre's training in Managing a restructure can help you!

Downturn poses motivational test 29/11/10

Management must be equipped with the right motivational skills if employers are to overcome the worst effects of economic turbulence, experts have warned.

The advice came amid scepticism surrounding an apparent increase in job satisfaction in the Chartered Institute of Personnel and Development's (CIPD) quarterly Employee Outlook survey.

It said the surprise Autumn rise in reported job satisfaction, against a backdrop of government spending cuts, suggested the 'fixed grin' phenomenon identified by the survey during the recession had returned to workplace - particularly in the public sector.

Ben Willmott, CIPD Senior Public Policy Adviser, said: "It is important that public sector employers look to consult and involve staff over proposed changes and ensure that managers at all levels are equipped with the people management skills needed to motivate and support staff during turbulent times. "

Nearly a fifth (19%) of workers said their organisation was planning redundancies - but the figure was 50% among public sector staff, a 10% increase from the previous quarter. Public sector workers were also most likely to report an increase in stress, conflict at work, bullying by line managers and an increase in sickness absence due to the state of the economy. All these measures had increased when compared to the previous quarter.  

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Businesswomen 'need more support' 26/11/10

Business leaders have called for more female entrepreneurs to be nurtured so that they can "reinvigorate" Britain's economy.

The group of top business brains, including managing publisher of Vogue Stephen Quinn, said the "natural skills" of women, such as communication and multi-tasking, are needed in the current climate.

Meanwhile, Veuve Clicquot has launched an appeal for nominations for its prestigious businesswoman of the year award for 2011.

Brand director of Veuve Clicquot, Elisa Corbineau, said: "With only five women chief executives in the FTSE 100, it's clear that more needs to be done to nurture rising talent.

"Women do not need to become more masculine in their approach to business, instead we are recommending they take stand-out qualities from men and use them to their advantage." 

The Centre training course for women managers - Leadership and communication skills for women managers.

80% of staff 'happy with workplace' 25/11/10

A YouGov poll has indicated that 80% of British employees are satisfied with the quality of their workplace, but most believe they can still be improved in some way.

The survey of 2,370 workers found that over a quarter (26%) would like to work somewhere closer to where they live, while more than a fifth (22%) believe the quality of their office building and lunchtime amenities could be improved.

The survey also found that 17% would like better transport links, 16% would prefer to work from home; and 12% would prefer more green spaces.

Furthermore, the study also found that 28% of those polled feel positively motivated for work on a Monday, while 44% feel reluctant but ready.

Neil Darwin, Director of Economic Development at Opportunity Peterborough, the organisation that commissioned the research, said: "The recession meant long hours and pay cuts for many employees in the UK but now many workers are feeling more optimistic about the future and glad to have a job to go to."  

What improvements can you make at work for your staff? Go on the Centre's HR skills training.

Worker engagement focus 'misplaced' 24/11/10

Employers should spend more time on practical measures to help their staff achieve company goals, a new report has suggested.

Recent focus on employee engagement could be misplaced, research from the Work Foundation suggests, as most workers already share their company's objectives.

The Work Foundation has issued its fourth report in the "Future of HR" research project, entitled "Understanding the deal".

The report examines the ways in which employers can create a successful employment "deal" with their workers.

Based on 134 employee interviews, it found that staff are generally self-motivated to produce high-quality work.

Employees often attributed this motivation to wanting to fulfil obligations to customers or clients, or gaining individual satisfaction from doing a good job.

Those taking part in the survey worked for Cambridge County Council, Standard Chartered (London and Singapore offices), the Metropolitan Police, PepsiCo, Surrey Police and Logica.

In light of its findings, the report argues that employers would benefit more from offering practical measures to assist employees in delivering high standards of work and achieving company goals, rather than trying to engage workers in them.

The report observes: "As part of the drive for HR to earn its position at the most senior levels, the people management discourse focuses heavily on how organisations can 'manage' employees to elicit better performance.

"This discourse ignores the fundamental principle that much of what motivates employees is beyond the reach of crude management tools." 

Social networks used to train staff 23/11/10 

Charities are taking advantage of social networking websites by using them to train their staff, according to a leading figure in the voluntary sector.

Online tools such as forums, blogs and Wikipedia-type web pages that users develop over time are being used by charities to train up volunteers and staff in an efficient and cost-effective manner, says Martin Baker managing director of the Charity Learning Consortium.

A diverse spectrum of social networks are being used by charities to deliver the training effectively from specially-designed software for not-for-profit organisations such as the Open Society Institute's Karl tool to forums such as Yammer, which can be accessed through an organisation's in-house IT system and provides short questions and answers to inform users' knowledge.

More public social networks are being used as forums where trainees can join easy-to-create groups to discuss relevant issues. A lack of privacy, however, can be an issue on popular sites such as Facebook and Twitter.

Barnardo's is one charity that is trying to incorporate social media into its training. Lisa Johnson, the assistant director of learning and communications in the charity's information services department, says the charity is already using e-learning but feels social media can supplement this.

"From talking to staff, we are looking at something that is more secure and not public like Twitter," she says. "That way staff can feel more comfortable using it." 

Try the Centre's training in Social media and online communications.   

Olympics services scheme launched 12/11/10

In a bid to offer improved customer service during the London 2012 Olympic Games, a campaign has been launched to provide training to 200,000 hospitality and tourism staff.

People 1st, which aims to train employees in the run-up to Games, said the drive would help to raise service standards.

Twickenham Stadium and the London Eye have already signed up to the campaign to help boost the hospitality, leisure, tourism and travel (HLTT) industries.

Brian Wisdom, chief executive of People 1st, the skills council for HLTT industries, said: "There is a lot of focus on developing the infrastructure for the 2012 Olympic and Paralympic Games but not enough on ensuring we have the softer skills needed to welcome the world to Britain.

"It's anticipated that up to half a million visitors will arrive for the Games and we need to ensure their experience of Britain is a very positive one."

The HLTT sector provides employment to nearly two million people. The WorldHost training programme hopes to improve customer service, both in training and in practice.

It is estimated that that £2 billion could be generated from visitors around the Olympics.

The scheme intends to prepare the industry, as the country is set to host a range of world events including London 2012, the 2014 Ryder Cup and Commonwealth Games plus the 2015 Rugby World Cup.

The WorldHost customer service training scheme includes learning modules on serving customers with disabilities, service across cultures and an ambassador workshop, particularly aimed at volunteers helping visitors to Britain.

A similar scheme was set up for this year's Vancouver Winter Olympics where it was used to train 39,000 volunteers and tourism staff.

The Institute of Directors and McDonald's say they will include it in their employee development programmes. 

Train your staff in customer service with our Customer care training.

Firms 'should look to soft skills' 11/11/10

Firms aiming to extend the talents of their staff should focus on developing their soft skills, research has claimed.

A new report from the Chartered Institute of Personnel and Development (CIPD), entitled Using The Head And Heart At Work: A business case for soft skills, highlights the potential value of such skills.

They cover workers' personality traits - such as friendliness - which characterise how they interact with people.

The report was informed by the 2010 CIPD Learning and Talent Development survey which highlights a deficiency in developing "employability skills" for certain young people who have difficulty dealing with customers.

The report aims to help potential employees overcome this problem by showing the benefits soft skills can bring to the workplace.

The study was written by Eugene Sadler-Smith, a specialist professor on learning and skills at the University of Surrey.

John McGurk, the CIPD's learning and talent development adviser, said: "We hope this resource can be used to inform the implementation of learning and talent development strategy, and take forward a compelling new case for soft skills.

"Heightened levels of unemployment, particularly among young people, show soft skills can be crucial in overcoming some of the barriers to employment."

The Centre's soft skills training.  

Staff training 'improves morale' 10/11/10

Businesses which want to increase workforce productivity and improve morale should invest in staff training, a leading businesswoman has said.

Director of Busy Lizzie Lifestyle Management, Tara Dalrymple, has given tips on management skills in the Irish Independent.

She emphasised that offering training in the sector's latest developments and technologies could improve productivity and worker morale.

Ms Dalrymple said: "Show that you're willing to invest in their training, in recognition of their professionalism and motivation. They'll be grateful - and it will give your staff the edge."

Companies should also use employee satisfaction surveys as a way of recognising issues within the staff and tackling them, she added.   

Poll reveals work conflict costs 9/11/10

Nearly nine out of 10 employees believe conflict at work is damaging to the UK economy, according to a survey.

The 2010 Tough Talk1 poll backs up previous research carried out by the Centre for Effective Dispute Resolution (CEDR) that shows conflict costs businesses £33 billion a year.

The study shows that most workers cited internal factors at work - which include management (32%) and other co-workers (27%) - as the top sources of "challenging conversations", compared to external factors such as customers, suppliers or business partners.

Despite conflict having an economic and emotional impact on life at work, 63% of respondents felt their employers were ill-equipped at handling difficult conversations.

A combined 87% of survey respondents felt that levels of conflict had increased or at best stayed the same over the past 12 to 18 months, while only 8% believed levels of conflict had decreased.

Worryingly, nearly two-thirds (60%) of participants cited a tendency to ignore conflict and a lack of problem-solving ability (57%) as organisational weaknesses - the likely outcomes being unresolved conflicts or dissatisfaction in how conflicts are managed.

Dr Karl Mackie CBE, CEDR chief executive officer, said: "Conflict, when managed effectively, can support morale and curb stress, helping create an environment that's more conducive to achieving mission-critical goals." 

If you have issues with conflict at work, try the Centre Handling difficult people and situations training.

Call to focus on teachers' training 8/11/10

Research by a leading think-tank suggests that ministers should switch their focus to improving the quality of existing teachers rather than recruiting more new staff.

A study by Reform calls for regulations that prevent schools from improving the quality of teaching to be scrapped, with head teachers given powers to set pay and conditions for staff and reward those who perform well.

The report says this would help to create a better workforce rather than a bigger one, improve performance and strengthen accountability. It would also lead to a drop in the number of teaching assistants, suggesting they have "a negligible effect on educational outcomes".

The study also claims that the definition of good teaching outlined by the Training Development Agency for Schools (TDA) is ignored by many schools and the head teachers' qualification, run by the National College, is "weak".

It calls for the TDA to focus only on recruitment and initial training, and Ofsted to focus on the quality of teaching. It suggests that the National College should be privatised with schools paying for the courses they want.

Dale Bassett, research director at Reform, said: "Ministers need to remove this bureaucracy if schools are to find the zeal for improving teaching that is so badly needed."

The Association of School and College Leaders said the report contained a number of deeply flawed assertions about the state of England's education service. 

Management training with the Centre.

Building checklist to be launched 5/11/10

Urgent "up-skilling" is needed if the UK is to meet future home building standards, a report has revealed.

Home Builders 2020, which is a combined scheme between NHBC, Zero Carbon Hub and ConstructionSkills, supported by the Home Builders Federation, compiled the research before it was presented to the 2016 Zero Carbon Task Force.

From early 2011, an online checklist will be available for industry workers to ensure they have the necessary skills and qualifications needed to complete building projects over the next decade.

The study by Home Builders 2020, which was set up in 2009 to examine the challenges facing the construction industry, drafts guidelines for eight key roles in building new homes, including: architects, planners, product suppliers, specialist trades and inspectors.

Each checklist draws up a number of key skills required to adequately complete each role in the construction process.

The report calls for the industry to tackle the knowledge gaps that could hinder progress towards zero carbon homes, and the other significant changes on the horizon.   

Work Programme 'needs HR input' 4/11/10

Human resources professionals are being urged to assist the Government initiative aimed at helping people off welfare and into work.

The Chartered Institute of Personnel and Development (CIPD) says the Work Programme would need effective co-ordination between the scheme's providers and HR departments in order to succeed.

Dr John Philpott, CIPD's chief economic adviser, said it was essential to make sure that benefit claimants have access to all available job opportunities and the chance to build a career.

He said: "Whatever the state of the UK jobs market in the next few years - on the subject of which I remain less sanguine than government ministers - it is vital that we do everything we can to help jobless benefit claimants into work."

Mr Philpott added: "The argument that 'there aren't any jobs' is just plain wrong. Clearly we need more jobs, and creating the conditions for economic growth is public policy priority number one. But even when the stock of job vacancies is depressed, nationally, regionally, or locally, there is always a constant flow of opportunities coming onto the market.

"Yet far too often these hundreds of thousands of opportunities bypass the very people, long-term benefit claimants, whom we most desperately want to take advantage of them." 

Worker confidence at 'all-time low' 3/11/10

Workers across the public sector have less confidence than ever in their employers and business leaders, it has been revealed.

Over the past six months 93% of workers felt employee morale had sunk to an all-time low, according to Economic Outlook research from the Chartered Management Institute (CMI).

The research also revealed that around 62% of employees were negative when considering the future of the business.

While more than half (53%) were worried about the effect skills shortages will have on managers.

Bad managers have caused around 47% of employees to leave their jobs, according to the CMI study, with 21% saying their boss was authoritarian, 16% bureaucratic and 13% saying they were secretive.

Narinder Uppal, head of the awarding body at CMI, says: "We may be living through a tough economic climate, but that is no excuse for creating a pressure-cooker atmosphere in the workplace.

"It is the responsibility of employers to create an environment in which their employees are able to express their views without fear of reprisal. Yet too many managers seem to have fallen into their leadership role by accident and too few are doing something about it." 

Firms 'unhappy with inductions' 2/11/10

Many employers are unhappy with the inductions they offer new workers, a study has claimed.

XpertHR's 2010 induction survey revealed that four in 10 believe their system needs overhauling.

The revelation came as 91% of HR professionals branded the inducation a crucial part of an employee's training.

The survey also found that induction procedures are a low priority for a quarter of employers polled.

Inductions got off to a bad start at 61% of firms after line managers were able to offer only limited involvement.

Meanwhile, firms which boast successful schemes attribute the status to those who run them.

Charlotte Wolff, training editor at XpertHR, claimed a well-run induction programme was a good way of keeping hold of decent staff.

She said: "It is a unique opportunity for employers to capture the hearts and minds of their employees from the start, helping to build a productive, engaged workforce."  

Detectives trained using Facebook 1/11/10

Trainee detectives will soon be embracing social networking websites in a bid to catch criminals, police leaders have said.

Officers will be logging onto sites such as Facebook and Twitter and learning how to utilise them to track down killers.

The announcement comes under plans to overhaul training for thousands of student investigators to bring policing in-line with modern society.

They will learn how to investigate social networking sites, combing them for valuable clues which could have been left behind by a suspect.

Updated training exercises also examine how to gather the best information from computers, mobile phones and other electronic devices.

Senior officers have been forced to keep pace with the rapidly evolving online world to gather intelligence on suspects from street gangs to fraudsters.

In London, detectives are examining posts on Facebook and Twitter relating to the murder of 17-year-old Marvin Henry during a suspected fight between rival gangs.

Deputy Chief Constable Nick Gargan, acting head of the National Policing Improvement Agency (NPIA), said: "This programme is a vital part of the career pathway for detectives and the new training covers sensitive areas of policing where limited guidance existed previously.

"These improvements are exactly what detectives need to tackle the challenges and complexities of modern policing effectively."     

Brain's autopilot detects errors 29/10/10

Touch typists can detect errors automatically, without actually noticing that they do, according to a study.

This unconscious "autopilot" ability allows typists to differentiate what they see on the screen and what they feel with their own fingers.

An experiment by Vanderbilt University in Nashville, Tennessee, involved installing a program into computers that alters what has been typed, such as creating typos or correcting errors.

This provided the typists who were part of the study with on-screen information about what keys they thought they were hitting.

When they found errors that the program had created, they blamed themselves, but for the typos that had been rectified, the typists took credit.

However, their fingers were not so convinced with the results on the screen.

The study, reported in the journal Science, found that once a typist hit a wrong key, his/her fingers slowed down. This was found to happen nor