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It's not how smart you are: Learning vs. Training by Bernadette Bourke

Bernadette Bourke (Founder at Shine Performance Management) has extensive experience in the learning and development space and uses her in-depth knowledge to look at how training in a business environment works.

In this exclusive video for the HRTN, Bernadette looks at the methodology of training and what do we know about adults in a business environment, before looking at how the brain learns best and finally how exactly we learn.


Bio
Currently based in Berlin Germany, Bernadette has her own Consultancy business, (SHINE Performance Management), designing and delivering bespoke initiatives to drive organisational performance: focusing on large change projects and facilitating the creation of compelling movements that excite and inspire followership.

With over twenty nine years’ business experience working and living across the globe Bernadette’s focus and expertise has resulted in consistent and measurable performance improvements and business transformations.

Most recently, Bernadette has been working with SMEs in the Electronics, Distribution and Lighting industries, and with other larger organisation such as AirBus, Unilever, Lloyds Register and eBay. She coaches senior executives across a wide variety of businesses and is also a member of the Duke Corporate Education Coaching faculty.

Bernadette is a certified Accelerated Learning Facilitator, NLP Practitioner and Hay EQ Assessor and Coach. She is also certified to deliver Wilson Learning Behaviour Styles, Hogan Personality Assessments, Kaplan DeVries Leadership Versatility Index and the Human Synergistics Leadership Assessment suite. She has recently been working on improving her practice in brain based methodology by studying with the Neuro Leadership Institute.

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The Value of Organisational Design and Effectiveness in HR by Ian Johnston

In this exclusive video for the HRTN, Ian Johnston focuses on organisational design and effectiveness. Ian uses his extensive experience to analyse what skilled organisational design looks like, how to deliver this successfully within a company before he considers the learning values in his career through delivering this.

Ian examines why the skill set has become such a rarity in HR and finally the importance of why HR should keep control of these tasks as opposed to outsourcing or being embraced by an alternative department.

Bio
Ian is a highly accomplished Board-Level HR leader with over 10 year's experience of operating at an executive level in a variety of international people leader roles.
He is a knowledgeable and respected strategist and practitioner, with a proven track record of delivering sustained, systemic change programmes in complex national and international organisations across the Banking, Telecomms, Technology, Retail and Healthcare sectors.

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Practical Advice for Diversity and Inclusion by Gergo Safar

Diversity & Inclusion is a popular topic these days across many organisations. However, only a few of them manage to ‘walk the talk’. Intentions are genuine, there is a consensus in the urgency to do something, in many cases ambitions (eventually targets) are set, but little progress is seen. Why is that?

The presentation offers 5 pieces of practical advice on how to increase diversity in your organisation in an inclusive manner.

1 - Define what 'good looks like' for the organisation and work on those strands of diversity. The ability to articulate what the organisation wants to achieve makes the ambitions tangible. The ambition level should be genuine and should aim to represent the target audience of the organisation and the society they operate in.
2 - Begin the journey. 'Lip service only' causes bigger harm to the organisation than doing nothing. In some cases, organisations can adventure bold steps, in other cases, small steps after each other will take them further.
3 - Equal level of support does not equal with equal opportunity. It is absolutely the right thing to do to provide different level of support to different groups as long as it promotes and improves equality.
4 - Involve employees in the improvement of diversity and inclusion in your organisation. Create it with them, not for them. The best way is to support employee network groups.
5 - Educate the organisation. Differences can take people out of the comfort zone. They are not necessary non-inclusive, they might feel just uncomfortable about the unknown. Awareness and understanding increase their comfort zone.

It is likely that you will make mistakes along your D&I journey, but with genuine intentions, you will be able to make a difference for many. A rewarding experience guaranteed.

Diversity

Bio
Gergo Safar currently works as a Learning & Development manager in Vodafone Group, leading the Marketing Academy. Prior to joining Vodafone, Gergo worked in various HR Business Partnering, OD/OE, M&A, talent and project management roles for BP, Unilever and McKinsey, based in Hungary, Germany, the Netherlands and most recently in the UK.
He holds a MSc from the Corvinus University of Budapest and a Master in International Management via the Community of European Management Schools (CEMS) and obtained CIPD qualification in the UK.
Gergo has taken leadership positions in the LGBT network groups in the companies he worked for. He is a firm believer that companies can achieve better results and become a better place to work for if they manage to increase the diversity of their workforce and create an inclusive culture.

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Die Entwicklung von Organisationen und deren Mitarbeiter - Markus Schneider

In einem exklusiven Interview mit dem HR Transformation Network spricht Dipl. Volkswirt und Managementberater Markus Schneider über „Die Entwicklung von Organisationen und deren Mitarbeiter“.

Als gelernter Dipl. Volkswirt startete Herr Schneider als angestellter Unternehmensberater ins Berufsleben. Kurze Zeit später wechselte er auf Kundenseite ins Projektmanagement und machte sich anschließend mit Evolution Management selbstständig. Über 13 Jahre Erfahrung als selbständiger Berater und Coach machen ihn zu einem wertvollen Experten im Design und der Umsetzung von organisationalen Change- und Lernprozessen.

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Global Deployments of core HR applications with reference to SAP SuccessFactors Projects

In this exclusive video for the HRTN, Paul Rose (Global Product Centre of Excellence Manager at Aasonn) introduces the topic of HR Systems with a specific focus on deploying core HR Technology in a global environment with reference to SAP SuccessFactors.

Paul looks at the trends of organisations shifting to cloud HCM systems, some of the critical considerations, whether companies should have prior experience when shifting to a global system of record and some of the challenges that his customers have faced.


Bio
Paul Rose is an experienced HCM consultant with an array of experience across a variety of sectors including food, electronic, retail and healthcare sectors. His background covers primarily HR systems with particular expertise concentrated on SuccessFactors, SAP HCM, PeopleSoft and Lawson. Paul has worked successfully on a complex global roll out of SAP HCM in several countries with focus on data conversion and interface management. In his current role as Employee Central Knowledge Manager, he is the subject matter expert for Aasonn (http://www.aasonn.com/category/employee-central/) and is responsible for ensuring best practice core HR implementations on a global scale. He has worked on over a dozen Employee Central implementations. Paul is a regulator contributor to HR.com magazine. He spoke at HR2016 at SAP Insiders on the global potential of SAP SuccessFactors Employee Central. Contact him at prose@aasonn.com twitter @paulrosehcm

Aasonn

Aasonn
Aasonn provides cloud-based human capital management and benefits services HR organizations can impact workforce competitive advantage and business performance. Aasonn’s offerings comprise unmatched experience and best practice expertise with cloud-based implementation; full-service HR Operations with on-shore call centers; innovative self-service technologies for an enhanced employee experience; and actionable insights to optimize your workforce. Aasonn is the industry leader in the transformation of SAP HR systems, processes and employee experience.
For more information about Aasonn, visit www.aasonn.com or call +1 (888) 718-1562

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Diversity and Inclusion: Stop Messing About! by Andrew Fox

In this exclusive video for the HRTN, Andrew Fox looks at Diversity & Inclusion! He looks at some examples of gender diversity within corporate environments, why the issue has become viewed as such an important one and how diversity can be managed.

Andrew is Group Head of Learning and Talent Development at HSBC. Andrew has worked for his entire career in HR in Financial Services and Professional Services and is passionate about enabling business performance and people development.

This is Andrew's most recent video after his recent blogs about 'The Value of Values?', 'The Problem with Women...Diversity in the Workplace' and 'Thinking about Abandoning Performance Management'.

The Value of Values:
http://www.hrtn.tv/headlines/the-value-of-values.aspx
The Problem with Women...Diversity in the Workplace: http://www.hrtn.tv/headlines/the-problem-with-women-diversity-in-the-workplace.aspx
Thinking about Abandoning Performance Management: http://www.hrtn.tv/headlines/thinking-about-abandoning-performance-management.aspx

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An Introduction to HR in the Gulf Region by Tim Seabourne

In this exclusive video for the HRTN, Tim Seabourne looks at Human Resources within the Gulf region.

Tim uses his own personal experiences in working in the region to develop his answers and looks at some of the comparisons with the UK HR industry.

In this video, Tim evaluates some of the challenges that HR faces in the Gulf region, how it is perceived by other parts of the business, as well as looking at how developed both the Talent Management and L&D functions are.


Bio
Tim Seabourne has international experience gained across a range of business sectors in Europe, US and the Middle East; he has operated at a senior level for over thirty years and is recognised as a highly effective HR consultant and management trainer.

Tim’s career started in retail management before he moved into management consultancy, specialising in Learning & Development. After heading up the European L&D function at a leading Japanese automotive manufacturer, Tim continued his international career in Amsterdam with a US based cable media company. Having established the L&D operation, he was asked to lead the HR function supporting a complex international employee base, helping to grow the business into the world’s leading international cable operator.

In 2014 Tim moved to Abu Dhabi to advise the Human Capital team at one of the UAE’s leading investment and development companies, and then set up his own consultancy business helping a major Saudi finance group tackle issues around employee engagement.

Tim’s achievements were recognized by the CIPD, who awarded him Chartered Fellowship in 2013.

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Talent Acquisition Technology (The Importance, The Evolution & The Issues) - Barry Flack

In this exclusive video for the HRTN, Barry Flack looks at Talent Acquisition Technology (TAT).
He looks at the importance of technology in recruitment, how technology has evolved within recruitment and some of the issues with TAT.

Bio
Barry Flack is a distinguished global expert in HR and recruitment currently working with a range of organisations and HR Tech vendors in adapting to the changing nature of work.

He brings a 25 year track record in a diverse range of organisations including a hyper growth start-up, high tech, telecoms, utilities, financial services and most recently in a fashion retail organisation launching in the USA. Outspoken and compelling in his writing, he blogs at changinghr.com and various HR publications, speaks regularly at conferences and is referenced as a thought leader on Talent Acquisition and People matters. Recently appointed faculty lecturer on a prestigious global digital recruitment programme in Madrid.

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The Current Challenges Facing HR by Jeff Wellstead (Part2)

The Current Challenges Facing HR by Jeff Wellstead (Part2)

Jeff Wellstead (Partner of Strategy & Leadership – Digital People at Digital Works Consulting)

'The Challenges Facing HR and How They Must Morph Radically in a Rapidly Evolving Digital Dynamic'

In Part 2 of Jeff's exclusive video for the HRTN, he looks at the tools the HR team of the future will have at their disposal and the outcome of using these HR analytics tools.

Part 1 is available here:
http://www.hrtn.tv/headlines/the-current-challenges-facing-hr.aspx


Bio
Jeff is a global expert in all aspects of talent, management, leadership and process life cycle phases. He brings a 25 year proven track record as a talent and innovation accelerator for both mature businesses including Merrill Lynch, Goldman Sachs, Morgan Stanley, Accenture, EDS, PeopleSoft and Kantar IT Partnership and most recently several SME tech companies in the emerging, fast growth high-tech sector.

Jeff has spent the last 11 years in the UK with globally expanding and rapidly maturing tech companies such as MessageLabs, SpinVox, Skype, Dialog Semiconductor and MetaPack Ltd.

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VIP HRIS Senior Leaders Event

VIP HRIS Senior Leaders Event
12th May 2016
6.30pm - 8.30pm
The Hoxton Hotel, London. WC1V 7BD

Attendance is by invite only due to the VIP nature of this event.

Tim Ringo & Michael Baker are the guest speakers at this HR Transformation Network HRIS exclusive event.

Tim Ringo Bio
Tim is Vice President in SAP's Cloud HR Line of Business, focusing on HCM, Learning and Social technologies in EMEA.
His primary experience and passion is in HR Transformation: helping organisations create workforce performance through effective human resources strategy, operations, processes and technologies.
Tim is an author and popular conference speaker where he was most recently co-author of the Harvard Business Review book on HR analytics, Calculating Success - published January 2012.
https://uk.linkedin.com/in/tim-ringo-90a0a56

Michael Baker Bio
Michael Baker Picture
A Global HCM Road Warrior – A HR, Payroll and technology expert, Solution Architect, Programme Delivery, and HR transformation, with a strong belief in technology enabled change having utilized Oracle, SAP, Peoplesoft, SuccessFactors, Workday, Ceridian, Aon Hewitt, Fusion, Taleo, and Neocase to deliver Global HCM transformation.

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The Current Challenges Facing HR by Jeff Wellstead (Part1)

Jeff Wellstead (Partner of Strategy & Leadership – Digital People at Digital Works Consulting)

'The Challenges Facing HR and How They Must Morph Radically in a Rapidly Evolving Digital Dynamic'

In Part 1 of Jeff's exclusive video for the HRTN, he looks at the significant changes that could affect HR from Industry 4.0 and briefly introduces what the HR 'Team of the Future' will look like.

Bio
Jeff is a global expert in all aspects of talent, management, leadership and process life cycle phases. He brings a 25 year proven track record as a talent and innovation accelerator for both mature businesses including Merrill Lynch, Goldman Sachs, Morgan Stanley, Accenture, EDS, PeopleSoft and Kantar IT Partnership and most recently several SME tech companies in the emerging, fast growth high-tech sector.

Jeff has spent the last 11 years in the UK with globally expanding and rapidly maturing tech companies such as MessageLabs, SpinVox, Skype, Dialog Semiconductor and MetaPack Ltd.


Keep an eye out for Part 2 of Jeff's exclusive video next week where he looks at the tools the HR team of the future will have at their disposal and the outcome of using these HR analytics tools.

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The Value of Values by Andrew Fox

Teaser Series


Group Head of Learning and Talent Development at HSBC

About Andrew
Andrew Fox Picture
Andrew has worked for his entire career in HR in Financial Services and Professional Services and is passionate about enabling business performance and people development.

This article about 'The Value of Values?' is Andrew's third post in his HRTN series, please read his other posts about 'The Problem with Women...Diversity in the Workplace' and 'Thinking about Abandoning Performance Management':
http://www.hrtn.tv/headlines/the-problem-with-women-diversity-in-the-workplace.aspx
http://www.hrtn.tv/headlines/thinking-about-abandoning-performance-management.aspx

The Value of Values

“Do they make a difference to the bottom line?”

What is the purpose of values and can they make a difference to performance?


The world of work is rapidly becoming more complex. Technology, globalisation and regulation are driving exponential increases in complexity.

Recent history seems littered with an escalating number of corporate scandals from, Nick Leeson and Barings Bank, Arthur Anderson and Enron, Lance Armstrong and doping, Martha Stewart and charges of fraud and obstructing justice, banks in the US and UK over the LIBOR and FOREX scandals, UK Banks and PPI and even the Vatican bank didn’t escape scandal with Paulo Cipriani and his deputy stepping down over allegations of fraud and corruption and more recently Volkswagen and the falsification of emissions.

These scandals have literally cost billions of dollars in fines and redress, as well as untold amounts of reputational damage.
(See below for only a few examples)

Not all businesses/business people are bad, but clearly something is wrong. And whichever way you account for the scandals, they have cost billions of dollars globally.

Maybe Roger Steare (http://www.thecorporatephilosopher.org/ ) is correct when he says “Life is like a jigsaw puzzle. When you come to work, the pieces of your conscience all get jumbled up. We have to be reminded what the picture on the box looks like”.

In order to cope with increasing complexity and protect against risk, we have tried to regulate and put rules in place, for every eventuality. And although rules no doubt have their place, people everywhere are realising they are not enough. Values and culture have again assumed center stage in many boardrooms and at many regulators. In fact we need to be careful it doesn’t become fashionable rhetoric with no action. The cost of the scandals suggests that no amount invested in changing an organisations culture is likely to be too much but embedding real change is proving very complex and challenging. For many completely illusive.

Whilst HR do not and should not “own” culture and values they clearly have a valuable role to play in helping the organisation define its desired values and culture and then ensuring they are properly embedded.

Organisations have to help their employees reconnect with their personal values, helping them understand that if its not OK in your personal life its probably not OK in your organisational life. And although somewhat subjective, people need to be held accountable for sound judgment.
In About Money Susan M. Heathfield says you need to Plan the Desired Organizational Culture. The organisation must plan where it wants to go before trying to make any changes in the organisational culture. With a clear picture of where the organisation is currently, the organisation can plan where it wants to be next.

The organisation needs to develop a picture of its desired future. What does the organisation want to create for the future? Mission, vision, and values should be examined for both the strategic and the value based components of the organisation.

There are an abundance of models and theories about how to change culture and or embed values and reviewing them all is well outside the scope of this article. They all emphasise the complexity of such a challenge and talk about an holistic approach to change.

Other common threads to the models include;

• An integrated holistic change approach (an organisation is a complex system)
• Processes to challenge undesired behaviours and recognise those that promote the desired state
• Alignment of everything including policies , structures , processes and control systems
• Conscious effort to reach a predefined end state
• Robust measurements to support the change process
• Relentless pursuit of the change

(January 20, 2012 http://peachworks.com/a-change-in-corporate-culture-could-drive-results/ )

Culture Change
(Image Source: http://thechangecorporation.com/organisational-change/culture-change/ )

In essence the issue of culture and values is a Board and Senior Management efficacy issue. Challenge combined with competency in an environment where open honest dialogue is the norm will lead to better decisions which will protect the organisations and as shown save billions of dollars. Whilst diversity and inclusion will facilitate open dialogue and challenge there is no easy antidote against poor judgment and decision making, and inadvertently landing up with an environment where challenge is not valued.

In summary:
Ensure that you can actually account for the investment being made in culture change because if it isn’t seen as an investment it may be difficult to get real traction.

• Values in the annual report and on free mouse pads does not create culture change nor ensure that values are “brought to life” in any organisation. Really embedding values changes the culture and changing the culture changes the way people behave.
• Ensure that the values and culture you aspire to create are properly articulated through an inclusive process.
• All systems (hiring, promotion, reward etc need to be aligned).
• Diversity at senior management level where decisions are made will help mitigate the risk of future scandals because we know that diverse teams make better decisions
• Values and Culture act as an organisational glue, binding people together, driving engagement and execution.
Therefore, in the end, values may be the single biggest influence on bottom line performance into the future


Appendix – Some random examples of corporate scandals.
(there really are too many to choose from)


Enron

The Enron scandal, revealed in October 2001, eventually led to the bankruptcy of the Enron Corporation, an American energy company based in Houston, Texas, and the de facto dissolution of Arthur Andersen, which was one of the five largest audit and accountancy partnerships in the world. In addition to being the largest bankruptcy reorganisation in American history at that time, Enron was cited as the biggest audit failure. Enron shareholders filed a $40 billion lawsuit after the company's stock price, which achieved a high of US$90.75 per share in mid-2000, plummeted to less than $1 by the end of November 2001. (http://www.nytimes.com/2007/05/10/business/worldbusiness/10iht-enron.1.5648578.html )


PPI and UK Banks

A total of £390.4m was paid in May 2015 to customers who complained about the way they were sold PPI. This takes the amount paid out since January 2011 to £20.0bn.


Petrobras counts cost of corruption scandal as 2014 losses exceed $7bn

The results are the first step for the Brazilian oil firm to try to regain investor confidence after the country’s largest bribery scheme was uncovered. Brazil’s state-run oil company, Petrobras, has said it lost billions of dollars because of executives taking bribes for awarding inflated contracts to suppliers.
(http://www.theguardian.com/business/2015/apr/23/petrobras-counts-cost-of-corruption-scandal-as-2014-losses-exceed-7bn-dollars )


IT firms lose billions after NSA scandal exposed by whistleblower Edward Snowden
Edward Snowden and whistleblowing

The National Security Agency scandal exposed by whistleblower Edward Snowden has cost American technology companies billions of dollars in lost revenue as governments and companies in its important export markets of Asia refuse to entrust the handling of sensitive data to US companies. An analysis of financial filings from technology giants IBM and Cisco by The Independent on Sunday reveals the two businesses have seen sales slump by more than $1.7bn (£1.03bn) year-on-year in the important Asia-Pacific region since Mr Snowden revealed in June that US companies had been compromised by the NSA's intelligence-gathering in the clandestine Prism programme.
(http://www.independent.co.uk/life-style/gadgets-and-tech/news/it-firms-lose-billions-after-nsa-scandal-exposed-by-whistleblower-edward-snowden-9028599.html )


The FOREX Scandal
Billions of Dollars paid in fines and redress.

The trading of foreign currencies promised substantial revenues and relatively low risk. It was the kind of activity that banks were supposed to expand after the 2008 financial crisis.
But like so many other seemingly good ideas on Wall Street, the foreign exchange business was vulnerable to manipulation, so much so that traders created online chat rooms called “the cartel” and “the mafia.”
No one government agency is responsible for policing the currency market, leaving it up to committees, some run by the banks themselves, to set guidelines. And even when federal authorities adopted rules to rein in Wall Street a few years ago, they exempted certain foreign exchange transactions, a little-noticed concession to banks.
Now, the regulatory void has spawned another round of criminal accusations and multibillion-dollar penalties — enough to wipe out nearly all the revenue that major investment banks generated from their foreign exchange businesses last year.
(New York Times)


Counting the cost of the BP disaster
Deepwater Horizon disaster is still being counted

A year after the explosion on the Deepwater Horizon the cost of the human and environmental disaster is still being counted. For BP, the company at the heart of the disaster, the effects have had a deep and widespread impact. BP's accounts for 2010 put aside $41bn to pay for the spill, two and a half times more than BP's entire profit in 2009.
(http://www.bbc.co.uk/news/business-13120605 )


Vioxx Scandal

Leaving even larger public relations damage in its wake, in 2004, Big Pharma company, Merck, announced a recall of the popular anti-pain medication, Vioxx. The FDA found that Vioxx put patients at a significantly greater risk for heart attack and stroke. Later reviews found that as many as 55,000 deaths might have occurred because of Vioxx.
Fines later cost Merck more than $900 million. An additional $4.85-billion judgment followed in 2007 because of a class action lawsuit. Nonetheless, this was no more than a short-term hit to the company, which has since recovered. In 2011, Merck reported gross revenues of $31 billion.
(http://www.investopedia.com/financial-edge/1212/the-true-cost-of-pharmaceutical-scandals.aspx )


CT Partners – Global Head Hunters
Wall Street headhunter CTPartners has gone from predator to prey in just six short months.

The New York City-based executive search firm — once the seventh-largest in the US and one of the few publicly traded — is expected to file for bankruptcy on Tuesday after it was rocked by allegations of rampant sexual discrimination (http://nypost.com/2015/06/19/embattled-ctpartners-facing-new-sex-bias-allegations/ ). Barring a white knight, CTPartners will close its doors and be sold off in pieces to its nearest rival.
Few could have predicted CTPartners’ swift collapse in December, when its stock was trading near a record high of $24. Led by then-Chief Executive Brian Sullivan, the firm was in expansion mode and buying competitors overseas.

Business was growing with banks and other companies hiring again after the downturn.
“The asset just started to deteriorate at a quicker pace than anyone could have imagined,” said David Hoffmann, chairman of DHR International, which is buying some of CTPartners’ assets.
The trouble began Dec. 8, when The Post first reported that a complaint had been lodged with the Equal Employment Opportunity Commission alleging female employees at the firm were underpaid and routinely subjected to sexual harassment. (http://nypost.com/2014/12/08/complaint-claims-executives-held-boozy-naked-boys-club-romps/ )
Among the salacious accusations was that CEO Sullivan, along with three other executives, shed their clothes during a company-sponsored event at his house in 2012.

It got worse from there. Burke St. John, the vice chairman, was accused of pointing out his office window at shadows and asking women if the shapes resembled penises, according to the confidential EEOC complaint.
About a dozen women also had complained internally about discrimination, a former employee told The Post.
The same day the story ran, the stock plunged 24 percent (http://nypost.com/2014/12/09/after-boozy-romp-claims-firms-stock-takes-a-dive/ ), forcing CTPartners to pull an equity sale that would have raised about $12 million.

The allegations continued to hammer both its stock price and its reputation as clients and top partners fled the firm. CTPartners shares plummeted 33 percent on Jan. 29, when it slashed its earnings forecast and gave executives $1.7 million in bonuses.
In February, DHR offered to buy the company for $7 a share, which CTPartners rejected. Activist hedge fund Maguire Asset Management sent a letter to the board in April, adding to pressure on the company to find a buyer.

With the stock in free fall, shareholders sued the company and top execs, claiming they withheld information about sex-bias claims to inflate the stock price. Sullivan stepped down from the scandal-scarred firm in April.
But the damage was done, and CTPartners said recently that it would run out of money by June 30 and that it would likely file for bankruptcy and shut its doors as a result.

by Andrew Fox

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HR Trends - March 2016

The HR Transformation Network brings you a selection of current topics from the world of HR across both the UK & DACH region.

3 Workplace Trends for 2016
Are you facing workplace trends such as diversity & inclusion, changing employee classifications and the gig economy?

http://tinyurl.com/hs4dnh7

Is anyone doing diversity right?
The issue of diversity is high on the HR agenda in almost every sector; but is it just on your radar or are you actively adapting your workforce to the changing demands?

http://www.hrmagazine.co.uk/article-details/is-anyone-doing-diversity-right


Das HR Transformation Netzwerk bringt Ihnen diese Woche eine Auswahl von aktuellen Themen aus der HR Welt sowohl von der DACH Region als auch Großbritannien.

Personaler wollen mit Virtual Reality experimentieren
Viele Unternehmen setzen bereits auf Recruiting-Videos. Virtual-Reality-Videos bieten dagegen bislang nur die wenigsten Unternehmen potenziellen Bewerbern. Wie Personalentscheider die Möglichkeiten und Herausforderungen dieser neuen Technik bewerten, wurde nun untersucht.

http://tinyurl.com/j38hmcs

Unternehmenskultur: Konkurrenz fürs Alphatier - Die Rolle der Führungskräfte in Teamprozessen
Positive Teamprozesse sollten von Führungskräften besonders gefördert werden. Daß dies aus Angst um die eigene Position im Chefsessel aber nicht immer geschieht, belegen nun Forschungen.

http://www.karriere.at/blog/konkurrenz-im-job.html

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HRIS: The big, the bad and the ugly

Bio - Leonard Warren

Leonard has an extensive background in HR Systems with a proven track record of successful HRIS Project Management. He has a passion for HR technology and below he shares his thoughts on the differences between larger, best practice led, HR software providers and the smaller, more configurable, HR solutions.

The Big, the Bad & the Ugly

While there is no refuting the growth and ever-increasing popularity of big brand-name cloud-based HR softwares, I’ve always found that the solutions on the market tend to lack attention to the needs of individual clients. Sure, they’re all based on ‘best practice’, but does this pre-defined practice really apply to all companies?

The major difference between the big and the small software providers is that with big providers you can only customise your processes, but with smaller providers you can configure the software to your needs (big difference).

I have watched with interest, for example, the recent success and growth of Educos Vision Services (www.educos.co.uk). From humble beginnings, Educos now has an international presence with 10’s of thousands of employees being paid through the company’s outsourced payroll solution, and 10’s of thousands more having their payroll processed through the (on premise or cloud-based) implemented software from Southern Africa to Central Europe.

When I look at the on and off premise HR and payroll solutions that Educos offers, as well as the payroll outsourcing leg, I fail to see any differences (apart from the big brand name and cost) between them and the ‘major’ players. Employee database, Performance management? Check. Workforce analytics and custom dashboards/reports? Check. Real-time access to employee data and analytics via mobile devices? Check.

The beauty of smaller, configurable HR and payroll solutions is that they can be adapted to meet your company’s specific needs. Whether you’re going through mergers, growth (or down-sizing) or organisational changes; or if you have complex tax laws, expats, cross-border commuters (common in Central Europe) or just the need to interface your HR platform with a flexible payroll system… Whatever your needs, I can’t help but feel that the flexibility of smaller HR and payroll providers has an increasingly important place in corporate planet Earth!

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Confidence and Women in the Workplace - Caroline Arnold

In this exclusive video for the HRTN, Caroline Arnold discusses 'Confidence & Women in the Workplace'.

What makes someone confident? Are there practical things you can do to help you build your confidence, so you can come across your best and go for opportunities you may be nervous about? Executive Coach, Caroline Arnold, will be taking us through what you can do to instil more self-confidence, including some practical exercises to put ourselves to the test.

About Caroline
Caroline holds a Business Studies degree and after university worked in HR for 10 years in different companies across the UK. Now the Director of Caroline Arnold Coaching, Caroline supports women to overcome life-long personal and professional challenges by coaching them to have the confidence to take the next steps to achieve their goals.

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Excellence in Employee Engagement - ABP Winner 2015

In partnership with the Association for Business Psychology, the HRTN brings you the 3rd in our series of winners from the 'Workforce Experience Awards'.

Tamsin Parker (People & Culture Director at Lifesearch) & Alan Williams (Founder & Managing Director at SERVICEBRAND GLOBAL) speak to the HRTN about their award win in 'Excellence in Employee Engagement'.

Tamsin Parker
Tamsin joined LifeSearch in February 2003 as HR Manager from a successful career in recruitment. She has guided the growth of the company from a few dozen employees to 270 across three UK cities: London, Milton Keynes and Leeds. Over that time, LifeSearch has become a £22m turnover business hugely respected in the insurance industry and appreciated by its clients.
Tamsin now leads a team of four People and Culture experts covering the full range of specialisms, most prominently of late through exciting evolutions in performance management and reward.

Alan Williams
Alan coaches service organisations, globally and in the UK, to deliver inspiring service for competitive advantage. He created the 31Practices concept and approach, and co-authored the book about the topic.
Alan thrives on leading the transformation of service, culture and behaviour through turning holistic SERVICEBRAND strategies into sustainable, practical reality. He is also an expert facilitator of experiential learning workshops.
Alan served as President of the Meetings Industry Association, is a Fellow of the Institute of Hospitality, Board member of the British Quality Foundation, Steering Group member of UK Values Alliance and Founder of the Global Values Alliance.

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25 Years in HR - Michael Doolin

In the latest video on the HRTN, Michael Doolin reflects on the changes he has seen over the past 25 years in HR.

Michael looks at whether there has been all change or no change, the journey of change within the HR function and draws from some personal experiences about seeing change in HR.

Michael Doolin is an experienced HR Director, whose career has spanned periods in Distribution, Business Services and Professional Services. He has held HR Director positions at companies such as International Airlines Group, DHL & PWC.

Video

'Excellence in Training & Development' ABP Winner 2015 - Steve Apps

In this exclusive video for the HRTN, Steve Apps (Partner at Persona Partnership) explains how he won the 'Excellence in Training and Development' award at the 2015 ABP (Association for Business Psychology) Workforce Experience Awards.

Steve achieved this award through his work with Thorogood who are Business intelligence specialists providing consultancy around products from major BI vendors and employ approximately 200 people worldwide.

Steve is a business owner, a strategic HR consultant, a leadership trainer, a coach and a treasurer with over fifteen years’ experience working to improve people and organisations. He has experience of advising and implementing projects from the board level down with a strong strategic international bias.

He has spent the last 13 years as a partner in a business developing and selling assessment products for use in recruitment. Alongside this, he works as an Associate with a number of companies delivering leadership development programmes. Companies he has worked with over the last few years include Vodafone, Mars, HSBC, City Link, Bic, BP, OSG, Lloyds Banking Group, Lloyds Register, AJ Gallagher, The Trainline, Zurich and Ann Summers! He has also worked with Government and NGOs.

Steve has a BA with honors, is Chair of the Association for Business Psychology and a Fellow of the Chartered Institute of Personnel and Development.

Persona Partnership: www.personapartnership.co.uk/
Thorogood: www.thorogood.com/

Video

HR Trends November

The HR Transformation Network brings you a selection of trending topics in the HR world from both the UK & DACH market.

'HR Business Partner, Are You a Translator?'

Following on from the ‘HR Tech World’ event in Paris, Luk Smeyers looks at the role of the co-ordinator in an analytics project. Looking at how a HR department sometimes fills this position with a HRBP and how important this ‘translator’ is within a project to ensure analytical data is converted into a business decision.
http://blog.hrtecheurope.com/hello-hr-business-partner-are-you-a-translator/


‘Human Resources, your days are numbered'

The Huffington Post looks and reflects of the Harvard Business Reviews articles about the replacement of HR in the workplace. The article looks at how people can no longer be viewed as ‘resources’ within a business, who are just numbers and replaceable cogs in the company machine.
http://ow.ly/Uk8J7


Das HR Transformation Netzwerk bringt Ihnen diese Woche eine Auswahl von aktuellen Themen aus der HR Welt sowohl von der DACH Region als auch Großbritannien.

Human Resources-Wer braucht das überhaupt?

Was genau macht die Personalabteilung eigentlich den ganzen Tag? Und ist HR nicht sowieso überflüssig? Der folgende Artikel untersucht genau dieses Fragen, erläutert wer die HR-Abteilung am besten ersetzen könnte und kommt am Ende zu einem überzeugenden Ergebnis.
http://www.netzpiloten.de/human-resources-hr-bedeutung/


Kollegen sind die größten Motivationskiller

Kein Chef und keine noch so ausgeklügelte Strategie hat so viel Einfluss auf die Arbeitsmotivation wie Kollegen, das ergab die neuste Studie von Orcale “Simply Talent”. Der folgende Beitrag zeigt, was Sie dennoch machen können, um die Motivation in Ihren Teams zu steigern.
http://www.springerprofessional.de/kollegen-sind-die-groessten-motivationskiller/5965692.html

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Thinking about abandoning performance management?

Teaser Series by Andrew Fox


Head of HR for Global Functions, Technology and Services at HSBC


About Andrew
Andrew has worked for his entire career in HR in Financial Services and Professional Services and is passionate about enabling business performance and people development.

This article about 'Thinking about abandoning performance management?' is Andrew's second post in his HRTN series, please read his first about 'The Problem with Women...Diversity in the Workplace":
http://www.hrtn.tv/headlines/the-problem-with-women-diversity-in-the-workplace.aspx


Thinking about abandoning performance management?

“If performance review was a drug, it wouldn’t be approved by the Food and Drug Administration because it’s so ineffective and it’s got such vile side effects.”
Robert Sutton, Stanford Professor

“Performance appraisals are one of the most frequently criticized talent management practices. The criticisms range from their being an enormous waste of time to their having a destructive impact on the relationship between managers and their subordinates.”
(Edward Lawler, http://www.forbes.com/sites/edwardlawler/2012/07/12/performance-appraisals-are-dead-long-live-performance-management/)

“Many organisations are finding that historic approaches to performance management no longer deliver the performance outcomes necessary to sustain competitive advantage in the new emerging world.”
(Cerus Consulting, http://www.engageforsuccess.org/the-performance-phoenix/)

At a time when financial pressure is immense and investors and regulators expect increasing levels of performance all the time, it seems strange that there is a growing debate suggesting the abandonment of performance management. Why might this be the case and is it a good idea?

Many people were surprised when David Arkell, GE Australia & New Zealand’s human resources leader, said “the annual performance review is dead” in an interview with Inside HR magazine (http://www.insidehr.com.au/ge-annual-performance-reviews-are-dead/). But we need to read further as Arkell went on to say: “It’s a dramatic comment, but the concept of having an annual performance review has gone. It’s got to be much more frequent and much more regular.” He highlights the need for a more engaging and regular process for managing performance.

Arkell explains that the “nine-box” system, which was used by former GE Chairman and CEO Jack Welch to manage people in (or out of) the business, is still in use in GE today, though its application has changed in a number of ways.
“I think you’ll always need a nine blocker or a similar tool for large organisations to rank and differentiate performance, which can then help determine reward,” he added.

It seems very in vogue to criticise performance management but the cautionary message is don’t throw the baby out with the bathwater.

The Corporate Leadership Council says (August 2015): “Microsoft did it in 2013, and now the media would have you believe that Accenture has done away with performance reviews for its 330,000 employees. The reality, however, is that neither of these giants has abandoned performance evaluations. But the speculation once again sheds light on a process that creates a tense relationship between employees, managers, and the organisation.”

Current approaches typically follow a predictable model using one or another system in any organisation of scale.

*See image*
(http://www.state.gov/s/d/rm/rls/perfrpt/2007hlts/html/102156.htm )

In other words, a goal setting phase, a monitoring phase, gathering evidence, ranking and making decisions about level or score, communicating the outcome. Most of the energy and what little discussion there is, is usually completely backwards looking, admiring the past.
HR as a profession has failed to modify its approach to performance management or stop the practice from degenerating into a process-obsessed box ticking exercise, usually frustrating all who have to use it.

What are some of the problems with current practice?
• They measure the wrong things.
• They are process centric and have lost sight of what they are really trying to achieve.
• They don’t ensure regular, honest, open dialogue and they certainly don’t ensure that difficult discussions take place.

But the current dialogue around performance management should not be misinterpreted. Most people are not suggesting a descent into an anarchic environment where no objectives or goals are set, no feedback given and recorded and where everyone is “doing just fine”.

On the contrary, HR needs to help steer the organisation to a position where performance is finally properly managed, where line managers add clarity about what is required, and regular feedback is given around progress both good and bad. This will require line managers to demonstrate higher levels of capability in areas such as giving feedback and managing difficult conversations, and for HR to help develop a system which manages outputs rather than how many appraisal boxes have been ticked.

What future processes should consider
• Measuring and assessing the right things – aligned objectives defined as outputs.
• Merging an evaluation of past accomplishments with assessing capabilities for the future. For the discussion to be meaningful, it needs to include a future focus.
• Whilst process may be needed, the focus should be on dialogue and it needs to be ongoing/frequent.
• Managing performance properly is a skill/capability and it should be developed.
• Multisource feedback will likely increasingly be a feature to provide a more balanced and holistic view and to avoid the many biases currently present in performance management.

In closing, I would argue that well executed, future focused, dialogue centric performance management is essential for creating a rewarding place to work and a successful organisation.

ANDREW FOX

Performance Management
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