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CIPD: HR MAY BE OVERSTATING OWN EMPLOYERS’ TALENTS

Many professionals fudge the facts to make their organisation look good, finds research by the CIPD. Hundreds of teachers and IT and HR professionals withhold or misrepresent the truth to cast their organisation in a good light. The report finds that HR professionals tend to identify more strongly with their employer than the wider profession, which could explain the gap between ambition and practice when behaving ethically at work. http://bit.ly/2kiTpC7

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TROUBLESHOOTER: CAUGHT UP IN THE PAST

A well-known business suffers from high staff turnover and a stagnating culture. The HR director cannot tell why. Could coaching surface the influencing issues? The Issue Simon is the managing director of a mid-sized business with around 500 employees. He is 18 months into the role. Although his business has a globally recognised brand, and some good products, he feels that the business has become stagnant – both in terms of its culture and its sales performance. There is a problem with low morale among the staff, which is manifest in a steady revolving door of people exiting and joining […]

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TROUBLESHOOTER: WHO’S DRIVING THIS?

A multinational has lost its CEO and CHRO, denting company morale. With a new CEO in place and restructuring imminent, where should it look for a CHRO? The Issue The chief human resources officer (CHRO), who had worked very closely with the former and recently departed CEO at a large multinational, has also left the business unexpectedly. Her departure has not only left a vacuum at the top, but has come as a surprise to other employees in the business, and other stakeholders. Morale and employee engagement are low, fear and uncertainty about the future are rife. Although a new […]

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HOW TO… COACH TO END WELL, PART 1

By Sheila Udall So many people end their time in their employment with a feeling of unfinished business. Supported transitions are usually only offered at a senior level, yet when employers help all their staff to ‘end well’, it benefits every stakeholder. Coaching has a vital role to play in making this happen In researching what occurs at the end of employment relationships, whether from career progression, redundancy, retirement or being ‘released’, it seems that the fear of ‘getting it wrong’ produces such a strong focus on legal or HR policy needs, that it excludes the possibility of really ‘ending […]

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