Human Resource Management International Digest

Shine your light: using talent management as a driver for business success : Table of Contents

Judith Leary-Joyce — Sat Nov 07 08:00:18 GMT 2009

Abstract:
Purpose – Emphasises the close links between how a company manages its talent and lasting business success. Design/methodology/approach – This paper aims to argue the case for effective talent-management policies and practices. It also aims to describe the case for the Life Alignment Curve®, which is a process of change that high achievers can go through, learning more each time, so they can reposition themselves for the next interesting challenge. Findings – The paper reveals that, to make the best of talent at all levels of an organization: the working culture needs to promote success behaviors; managers need to understand their role as talent scout; and high performers need to be given their head and supported to deliver innovative solutions. Practical implications – The paper warns organizations against taking great technicians, accountants or sales people out of what they do well, to reward them with a management job they cannot do or do not want to do. It argues that these reluctant managers no longer deliver the exceptional results that delighted them and their boss, leave talented people to languish or move to a better manager elsewhere and ignore under performance, as this tough job is beyond their people skills, so they do not even try. Originality/value – The paper warns against allowing the practicalities of the business to take over, especially in challenging times, so that people development goes on to the back burner, affecting performance management, reducing creativity and increasing recruitment costs.

Hillingdon Council employees are healthy, happy … and here: Well-being package improves staff attendance, engagement and morale : Table of Contents

Sat Nov 07 08:00:18 GMT 2009

Abstract:
Purpose – The purpose of this paper is to describe the origins, development and success of an employee well-being package at Hillingdon Council, London, UK, which has helped to reduce sickness absence from an average of around 15 days per person per year at its worst to just above eight days per person today. Design/methodology/approach – The paper reveals that the package, drawn up in close consultation with the employees and their trade unions, not only involved stricter absence-management processes, but also reducing the complexity and length of key HR policies and processes and publicizing the range of benefits available to help employees to look after themselves and reduce their own absence levels. Findings – The paper highlights gains in staff engagement and morale. Practical implications – The paper shows that employees themselves like the approach the council has taken to managing sickness absence. Originality/value – The paper demonstrates that cutting sickness absence does not have to involve simply taking a hard-line approach.

From human resources to human beings: managing people at work : Table of Contents

Yochanan Altman — Sat Nov 07 08:00:18 GMT 2009

Abstract:
Purpose – The purpose of this paper is to highlight the drawbacks of viewing an organization's employees as simply “resources”, rather than as individual human beings with their own rights, needs and aspirations. Design/methodology/approach – The paper presents the author's personal viewpoint. Findings – The paper urges organizations to acknowledge and celebrate each employee's individuality. It argues that the economic upheaval offers an opportunity to rethink the current stress is on specified, targeted outcomes. Practical implications – The paper advances the view that such reforms will promote the competitive advantage of organizations. Originality/value – The paper indicates why organizations should give real meaning to the slogan “our people are our most important asset”.

Policy to workforce plans – a guide to application: The details of an induction course in the NHS : Table of Contents

John Deagle — Sat Nov 07 08:00:18 GMT 2009

Abstract:
Purpose – The purpose of this paper is to illustrate how the NHS Workforce Review Team's induction to workforce planning course works with attendees on how to extract workforce implications from policy documents. Design/methodology/approach – The paper provides a structure for policy assessment, and describes some key lessons learned. Findings – The paper contends that, although the documents can seem daunting at first, they may provide an important framework for strategic workforce planning. The danger of not doing this work is that the enabling workforce decisions, such as training and development, may not be made in time for suitable implementation of policy. Practical implications – The paper argues that, while it is not always easy to link policy to workforce, it is definitely worth the effort. Originality/value – The paper highlights the fact that the ability to access policy documents and apply their content to future planning is an essential tool in developing robust plans.

Suits you, sir: Pertemps puts its people in prime position : Table of Contents

Sat Nov 07 08:00:18 GMT 2009

Abstract:
Purpose – This paper aims to consider how Pertemps People Development Group (PPDG) uses a gift card management system (GCMS), developed for Asda Business Rewards, to help its clients to buy suitable outfits for their interviews. Design/methodology/approach – The paper draws on information from interviews with Amanda Astley, buyer at PPDG, and Graham Sellors, the director of Asda Business Rewards. Findings – The paper reveals that Asda is one of the first gift-card issuers in the UK to offer an online management system allowing plastic gift cards to be used in the business-to-business market as an alternative to paper vouchers. Practical implications – The paper highlights the additional security of gift cards over vouchers. Originality/value – The paper shows how the gift cards, mainly used in the incentive, reward and employee-benefit markets, can be used productively by recruitment organizations.

Merck salesman “haunted” by his past: The challenge of adapting to a different organizational culture : Table of Contents

Sat Nov 07 08:00:18 GMT 2009

Abstract:
Purpose – This paper aims to contrast the cultures of two organizations – the US Navy's nuclear-submarine force and large pharmaceutical firm Merck – through the experiences of former naval officer turned pharmaceutical salesman, Howard Roark. Design/methodology/approach – The paper starts and finishes with Howard Roark's appraisal. It considers the history of Merck, and Admiral Rickover and the nuclear navy, and explains Roark's employment history. Findings – The paper shows how Roark's challenges in adjusting to Merck were interpersonal and political, and how leadership skills need to be adapted according to the environment. Practical implications – The paper gives an insight into managerial skills, human resource strategy and organizational behavior. Originality/value – The paper illustrates the importance of being able to adapt to different organizational cultures.

Sandwell Homes reduces employee absence by 30 percent: … and boosts productivity, morale and customer service : Table of Contents

Sat Nov 07 08:00:18 GMT 2009

Abstract:
Purpose – This paper aims to demonstrate how Sandwell Homes, UK, significantly reduced sickness absence through an absence-management scheme which, launched in parallel with a series of “wellness days”, helped to improve the management of staff health, productivity, morale and customer service. Design/methodology/approach – The paper draws on the experience of Sandwell Homes' implementation of a sickness absence-management program, driven by the partnership between the Human Resources department, Sandwell Homes employees and Active Health Partners (AHP). Findings – The paper describes how Sandwell Homes had been committed to tackling absenteeism and had shaved four days off its average absence level, but the figure then stagnated, despite continued efforts. The high levels of absence were harming the organization's performance and delivery of service. Sandwell Homes then selected an absence-management service led by nurses to provide effective, timely medical advice, as well as encouraging staff to take responsibility for their health. Practical implications – The paper shows how taking an active approach to staff absence and wellbeing, and aligning reporting systems to identify and implement good practice, can have a positive impact on staff morale, productivity and profitability. Sandwell Homes calculates that for every £1 spent on the absence-management interventions, it has got £3.80 back in terms of value to the business. Originality/value – The paper highlights a significant reduction in average absence figures per employee, cost savings for the company as well as improved employee availability and productivity.

Partners learn people skills at Ernst & Young: Nine-month development program helps to change the organization's culture : Table of Contents

Sat Nov 07 08:00:18 GMT 2009

Abstract:
Purpose – This paper aims to describe a leadership-development program that is being conducted internationally with more than 500 partners at Ernst & Young. Design/methodology/approach – The paper looks at specific issues that relate to the Ernst & Young partner-development program, including the need for leadership development at partner level, the leadership challenge of the program and the success of the initiative. Findings – The paper reveals that the partners have committed themselves to the program in a way they have never done before, client satisfaction has improved and Ernst & Young's internal people surveys are recording unprecedented levels of improvement. Practical implications – Highlights individual relationships with colleagues and clients as key leadership skills. Originality/value – The paper advances the view that being able to make successful connections internally and externally is at the heart of being a successful partner in a professional-service firm.

Graphic Packaging International slims costs with lean manufacturing: Firm taps into employee creativity and innovation : Table of Contents

Sat Nov 07 08:00:18 GMT 2009

Abstract:
Purpose – This paper aims to describe the benefits from lean production at the UK manufacturing plant of Graphic Packaging International. Design/methodology/approach – The paper outlines the origins of the reforms, how they were introduced and the results they have achieved. Findings – The paper reveals that improvement teams were formed and trained using a Score (select, clarify, organize, run and evaluate) method of maximizing return on lean improvement projects. Machine operators not only highlighted key areas for improvement, but also signaled the beginning of a dramatic shift in the company culture. Practical implications – The paper reveals that the Bristol plant has saved £175,000 a year, which represents a 3:1 return on investment. The assignment has increased the manufacturers' productivity by 90 percent, enabling better customer service and a significant reduction in overtime. Originality/value – The paper highlights the ways in which lean manufacturing helped the plant to cut waste and cost, increase the speed of manufacturing and improve the customer experience.

StepStone ET strides towards greater emotional intelligence: Program benefits individuals and organization as a whole : Table of Contents

Sat Nov 07 08:00:18 GMT 2009

Abstract:
Purpose – This paper aims to detail why emotional intelligence is important for all organizations. Design/methodology/approach – The paper describes how talent-management company StepStone ExecuTrack improved the emotional intelligence of two key employees – the client-services director and the implementation consultant – and the rewards this brought both for the individuals concerned and for the company as a whole. Findings – The paper reveals that the implementation of individual development plans for these two employees led to a number of identified competence gaps being closed, and clear improvements in the area of emotional intelligence. Practical implications – The paper shows that the training not only improved the performance of the two individuals, but also that of the company as a whole. Originality/value – The paper reveals that, following significant benefits in terms of organic growth, improved customer satisfaction and consistent customer retention rates, the program is to be rolled out to the wider organization.

Odeon earns a gong for management training: Program helps to harmonize cultures, systems and approaches after merger : Table of Contents

Sat Nov 07 08:00:18 GMT 2009

Abstract:
Purpose – This paper aims to examine a management-training program that helped to integrate different cultures, values, operating systems and approaches after the merger of Odeon and United Cinemas International. Design/methodology/approach – The paper draws on information from Odeon and from the training consultancy involved in the program, Dale Carnegie. Findings – The paper details the intense, two-day immersion program, named Redefining Leadership. Around 100 managers went through the program over three months. Significant changes in performance and behavior have been witnessed. Practical implications – The paper reveals that managers now hold each other more accountable in meetings. They know how things should be done. If standards slip, they flag it up to each other and give praise when things are going well. Managers recognize and celebrate success within their teams and the business as a whole. The way in which they lead, inspire and manage performance has improved. Originality/value – The paper describes a program that has improved performance and instilled a more professional and consistent approach to leadership.

Brookhaven involves employees in communication-management revamp: Relationship-building creates a “reservoir of goodwill” : Table of Contents

Sat Nov 07 08:00:18 GMT 2009

Abstract:
Purpose – This paper aims to examine how, following a leak of radioactive material, Brookhaven National Laboratory (BNL) used risk communication management strategies that resulted in an award for its excellent public communications. Design/methodology/approach – The paper draws on interviews with top managers, communication specialists, employees and members of the community. Findings – The paper reveals five major themes of BNL's risk communication practices: leadership communications; commitment to stakeholder relationships; integrated communication function; employee participation; and symmetrical cultivation strategies. Practical implications – The paper shows how non-profit organizations facing environmental risks should: develop positive relationships with their employees and involve them in risk communication programs; internally promote the work of communication departments; reward employees' efforts towards developing good relationships in the community; and train their employees to communicate with the community through grassroots or neighborly interaction. Originality/value – The paper details effective ways of risk communication management.