Comments are closed. Related posts:No related photos. Previous Article Next Article A former US HR Practitioner of the Year is to lead the expansion of theon-line knowledge bank goodpractice.net in North America. Tharon Greene,previously a senior HR director with the City of Hampton, Virginia, has beenappointed goodpractice.net’s chief knowledge officer. Her role will be tostimulate innovative thinking, research and product design. Goodpractice.net isdue to launch in February.Addy Olubajo is the new HR manager for the electricity company 24seven. Olubajo is aiming to introduce a new contract system for 24seven’s 2,500 employees. Olubajo joined from a HR role in West Hampstead Housing and hopes to have the new system in place prior to 24seven’s proposed stock market flotation in two years’ time. 24seven was formed due to the merger of Eastern Electricity and a large electricity company, TXU Europe.Paul Faupel has been appointed as the new president of the Institution of Occupational Safety and Health (IOSH). During his year in the role, Faupel aims to boost the profile of the institution, which is Europe’s leading body for occupational health professionals.After five years as a freelance HR consultant and locum, Elaine Elliot is joining Field Fisher Waterhouse as HR director. Field Fisher Waterhouse is a well-established international firm based in the City specialising in commercial work, finance, intellectual property, IT and commercial property. Elliot will focus her efforts on performance management and recognition, as well as assisting the partners in senior recruitment initiatives.Top jobAspect Internet has appointed Richard Boon as human resources director. Hewas previously with News, Communications & Media (Newscom) where he heldpositions in advertisement sales before moving into human resources as anemployee relations officer. He subsequently became group training manager,group HR manager and associate director before being appointed director ofhuman resources in 1998.Boon said, “Aspect is an exciting challenge and I am delighted to beoffered this opportunity of working with a talented group of individuals at thecutting edge of technology. “Previous experience in mergers and acquisitions coupled with widegeneralist HR experience should prove useful to Aspect as the company pursuesits ambitious growth plans.”Aspect Internet is an eServices company based in London. Founded in 1995,the company now employs about 120 staff and clients include IPC, Emap,Hollinger and WH Smith.Personal profileKim Freeman is HRD manager, advertising and communications for TMPWorldwide. She has worked in a variety of personnel roles at companiesincluding Parcelforce and GAN financial services.What is the most important lesson that you’ve learnt in your career? Nothingis impossible – think radically and you can find another way.If you could change one aspect of the industry you work in, what would itbe? Helping more people in HR understand the opportunities presented by theInternet, as opposed to seeing it as a threatening, techie tool.What is the best thing about working in HR?Achieving commercial goalsby enabling people to get the most out of themselves. It’s satisfying on allfronts.What is the worst?There are two. Legislation for its own sake andbeing mistaken for old personnel – a systems junkie or a social worker.If you found a time machine hidden in the vaults of your building, whatperiod in time would you visit and why? The 22nd century – to see how theInternet worked out.If you could adopt the management style of an historical character, whosewould you choose and why? It would have to be Shackleton. He had fantasticpurpose and resolve, combined with a passion for people. Sustained effortimpresses me.What would you do if you had more time? Travel with my children, takeup squash again, go to the theatre more, sleep.If you wrote a book, which subject would you choose to write about? GenerationZ. X and Y we know about.What’s your greatest strength? I never give up. And I’m horriblyoptimistic.What’s the greatest risk you ever took? Probably jet skiing with afour-year-old and a five-year-old.CV1998 to date HRD manager, advertising and communications division of TMPWorldwide.1997 Training and development manager, GAN Financial Services1995 Management consultant, independent1992 Customer First training and development manager, Parcelforce, national1990 Personnel and industrial relations manager, Parcelforce, Scotland andNorthern Ireland. … on the moveOn 9 Jan 2001 in Personnel Today
Previous Article Next Article Comments are closed. Managers make e-HR a business priorityOn 19 Jun 2001 in Personnel Today Related posts:No related photos. E-HR is becomingly popular with 90 per cent of managers, and 62 per cent ofemployees now have access to an intranet. The survey by Hay Group found that 91 per cent of organisations use e-HR orare currently implementing e-HR systems, with 85 per cent considering it a highbusiness priority. Publishing policies and information is a current e-HR priority for 69 percent of companies, while job posting and recruiting are important for 65 percent. Over the next 12 months, 43 per cent of companies want employees to be ableto edit their own information, while 38 per cent want to provide access topayroll and benefits information. Eighty-six HR managers and directors took part in the survey during HayGroup’s ICM in Florence. www.haygroup.com
Related posts:No related photos. Previous Article Next Article Public-sectoremployees are working under considerable stress and pressure to deliverservices to their communities, with nearly three-quarters saying their workloadhas increased in the past year, according to a survey by the union Unison.Thesurvey of more than 4,500 staff was one of the biggest of its kind ever carriedout by the union. Itfound 72 per cent said their workload and job pressure had increased in thelast year, with more than a third (36 per cent) reporting cuts in staffnumbers. At the same time more than half (53 per cent) said the public’sexpectations had increased. Two-thirdsregularly worked extra hours at short notice, 63 per cent said they were notwell paid for the job they did – up from 58 per cent in a similar survey lastyear and 11 per cent worked unpaid for more than four extra hours each week. Unsurprisinglyperhaps, 32 per cent said that they were seriously thinking about leaving theirjob. A total of 38 per cent said they felt less secure in their jobs than lastyear, almost certainly a reflection of the growing threat to privatise councilservices. Three-quartersof those surveyed were women and included social workers, home carers, schoolmeals staff, librarians, classroom assistants and administrative staff.Unison’shead of local government, Malcolm Wing, said: “Managers who are alsoworking under considerable pressure to deliver with shrinking budgets, andstaff shortages need better support.”www.unison.org.uk Dissatisfaction increases among public sector staffOn 1 Aug 2001 in Personnel Today Comments are closed.
Directors must have stake in firms to prove interestOn 11 Sep 2001 in Personnel Today Comments are closed. Nearly a third of all companies in the FTSE 100 set a minimum level ofshares their directors must own. Research by consultants Will-iam M Mercer shows that UK companies arefollowing the lead of their American counterparts by requiring top executivesto own a substantial shareholding in the companies they help run. It shows that 32 of the top 100 firms have a minimum share requirement fordirectors, with eight of those companies introducing the policy last year and afurther six following suit this year. Typically the value of shares owned by directors will be between one andthree times their salary, which can usually be built up over a period of threeto five years. “Increasingly, top directors are required to have a significantpersonal stake in their company, since this can act as a motivator fordelivering shareholder value,” said Belinda Hudson, European principal atWilliam M Mercer. “Shareholding policies help counter the claims that option plans are aone-way bet and that executives can’t lose. Indeed, the recent fall in shareprices has hit many directors quite hard.” www.wmmercer.com Previous Article Next Article Related posts:No related photos.
Related posts:No related photos. Comments are closed. Companiesin India are plying staff with benefits such as steam baths and Jacuzzis, andfamily social events in a bid to retain talent, writes Helen RoweTheIndian company Infosys appears to have solved the attraction and retentionproblem. No-one seems to want to leave the technology firm where staff benefitfrom everything from stock options to policies aimed at keeping their familylife running smoothly. Apparently staff – known as Infoscions – do gripe fromtime to time, but mostly about the amount of tax they pay.Namedearlier this year as India’s best employer by HR consultants Hewitt Associates,the company is widely admired and its policies emulated by competitors. Likeother leading South Asian companies, Infosys knows attracting talent – and keepingemployees happy where they are – is vital given the particular challenges firmsin the region face. Themain problem for HR practitioners in South Asia is that the skills of the mostsought-after employees are so easily transferable across borders. Staff withcrucial skills can find employment almost anywhere in the world, particularlyin the US. Indeed, they continue to be in great demand internationally andcommand high salaries.SouthAsian-based firms have to provide this group of employees, most notably ITspecialists, with good reason to stay. Infosys has largely achieved that aimwith an ambitious range of policies that leaves virtually no staff need unmet.In particular, in a region where the extended family unit is still strong,there is heavy emphasis on policies that benefit the family members ofemployees.Accordingto Infosys’ head of HR, Hema Ravichandar, those who do leave do so largely forunavoidable family reasons or to return to higher education. Many of thoselater return to the company.”Thebiggest challenge has been to recruit, empower and retain the best andbrightest talent,” says Ravichandar. “To do this we’ve designed acomprehensive compensation and benefits package. We provide loans to employeesat all levels from the day they join to address their needs – whether it is forhousing, or to buy a car or personal computer.”Also,on joining, every employee is granted stock options, and there’s medicalinsurance cover for employees and their families that does not curtail expensesunder any of the heads that a normal insurance policy would.”Withits “campus”, as it is known, in Bangalore, Infosys has also aimedhigh. Its aim, according to Ravichandar, is holistic, to enrich employees”intellectually, physically, emotionally and materially”.Thesite boasts food courts, gyms, saunas, steam baths, tennis courts, an outdoorJacuzzi and a 5,000 sq ft swimming pool, to name just a few of the facilities.Social events include employees’ families, and children explore their parents’workplace through the firm’s “Petit Infoscion” days.MadhaviMisra, a consultant with Hewitt, says the attractive working environment atInfosys is an example of the way companies operating in south Asia have raisedtheir game over the past 10 years to prevent staff being lured to Europe andthe US.”Whathas happened in South Asia is that the mobility of the top talent has forcedcompanies to increasingly adopt global practices,” says Misra. “Thishas led to top companies such as Infosys setting global standards that havebeen followed by others. It is about addressing employees’ needs and HR keepingits ear to the ground in terms of any changes in those needs and requirementsto keep the policies effective. That is the way it is going to continue.”Misrasays policies that provide benefits to employees’ families are particularlyeffective in South Asia, a region in which even Bollywood stars are heardtalking constantly about “honouring” their parents. In contrast tomany regions, family has never been anything other than central to the lives ofthe vast majority of the population. Otherleading companies have also tried to focus on enriching the family life oftheir staff as an attraction and retention tool. At Procter & Gamble’sIndian operation, the company will meet the cost of any retraining expenses forthe spouses of relocated staff to help them gain new employment. After theextent of late working became a concern several years ago, a taskforce was alsocreated. The result was a host of flexible working options from compressed workweeks to job shares.AtHewlett-Packard, there’s an annual family ball and a day off once a year tomark a special occasion of the individual employee’s choice. On this day, eachmember of staff has the option of taking their family out for a meal paid forby HP.Otherinitiatives include bank ICICI’s Saturday morning kids’ club, as well asscholarships and a monthly “learning” excursion for employee’schildren, while Hindustan Lever helps children gain places at good schools andprovides holiday homes at a nominal cost.Hewitt’sMadhavi Misra says the success of these family-focused policies means they willincreasingly become the norm for skilled staff in the region. Given the surplusof unskilled manpower, however, it is unlikely that smaller employers will feelcompelled to go down the same road for many years, if ever.”Theapproach in relation to the families of staff is almost overwhelming,”adds Misra. “Policies are very much aimed at integrating the family and involvingthem in the company too. There’s a level of involvement that probably wouldn’tbe tolerated by staff in other countries where they might prefer to keep moreof a distance between their home and work lives, but these are countrieswithout the particular cultural background and family focus that applies inSouth Asia.” Keeping employees happyOn 1 Dec 2001 in Personnel Today Previous Article Next Article
Comments are closed. When a company announces mass redundancies responsibility for handling thedetails naturally falls to HR. But at often their most hectic period ever, HRstaff may have to find space to search for a new position themselves. Three HRprofessionals explain what they learnt when faced with this unenviable task.Phil Boucher reportsWhenever redundancy or relocation is mentioned HR tends to assume the mantleof an emergency service for those most under threat. But what happens if HRitself is one of the departments facing closure? In this situation HR professionals are faced with the dual problem of lookingafter the needs of the organisation as well as themselves. And very often theywill be handed a workload that makes both tasks impossible to fulfil properly. The solution is to carry out the job well while making an effort to secureemployment elsewhere, says Dianah Worman, CIPD adviser on diversity. “Themajor issue is to behave professionally at all times. But HR can’t just put aring fence around itself – it has to keep its eye on the ball.” In practical terms that means taking care of such things as pensionarrangements for other people, but also arranging certain times of the week toapply for jobs and arrange interviews. HR is also the enviable position ofbeing able to analyse the viability of the company through its unique access tocompany information. “HR has the advantage that it is better versed thananyone else in how redundancy is handled and the expectations staff have of thecompany,” adds Worman. In light of this it is no surprise that the majority of HR professionalsrecently described the redundancy process as ‘traumatic’ in a CIPD survey of563 organisations nationwide. Also 22 per cent indicated redundancy had had aconsiderable effect on their working life and 16 per cent felt it also impededon their home life. There are no statistics on how HR professionals feel when facing redundancy,but they need to take into account the stress levels involved with such a hugeamount of work and emotional turmoil. What redundancy ultimately demands is a common sense approach that allowsthe organisation to use the function as a sounding board for advice, andemployees must feel they can turn to it for information. Above all, thefunction must remain confident that it is doing the right things for everyoneconcerned. As European HR director at Prudential Insurance Russell Martin says:”It really comes down to handling it all in a professional and sympatheticway and realising that redundancy is a strain on HR people as much as anyoneelse.” Name: Sue Pyatt Company: Fisons Position: HR manager Joined company: March 1996 Left company: January 2000 Four years after recruiting 110 people for Fisons’ technical operationsgroup, Sue Pyatt had the unenviable task of dismantling both the operationsteam and the five-person HR function she had created to support it. As she wasonly given six months to disband them both, it was a time of enormous stressfor both her and the rest of her team. Initially, the main problem was there was so much work that Pyatt simply didnot have time to consider her own future. “To start with, it didn’t hit mepersonally,” she says. “I had to field so many questions that I waswrapped up in the whole thing for the first two months. It wasn’t until thenthat I suddenly thought: ‘Hang on I’m going to be out of a job in a fewmonths!’” Pyatt decided to seek external advice and turned to outplacement consultancyPenna Sanders & Sidney, which was to have an unexpected benefit. Herconsultant literally forced her to leave the office to concentrate on her ownproblems. After that she meticulously planned her week and set aside some timeto concentrate on her own redundancy situation. “The hardest thing to dois remember you have to look after yourself from a job perspective and your ownmental and physical wellbeing,” says Pyatt. Although these breaks took Pyatt away from the rigours of relocation andredundancy, it went against the grain of her HR beliefs, she says. “It wasnot a positive project so it was very difficult to stay professional and put onthe face of the company. But as an HR person I found it hard to put myselfahead of the rest of the company as I instinctively felt I should deal withother people’s problems first.” As Pyatt was heavily involved in the communication of information andhandling of redundancies it was not an easy thing to put into practice either.Someone could walk into her office at any moment and ask her to deal with oneof a hundred practical questions relating to such things as pensions or theredundancy package. Eventually, Pyatt settled on an arrangement where she would not onlyconcentrate on her career at certain times of the week, but also take theoccasional break to treat herself to a day of relaxation – in her case,shopping – to relieve the constant pressure. “It is very important to carefully plan your time, be aware yourpriorities are going to change and be ready to deal with that,” she says.”You need to think about yourself on a personal level and ensure you don’tbecome over-tired or stressed.” As a result Pyatt successfully managed the tricky situation and secured ajob as a customer service manager at JSB Electrical in Cheshire. In 2000 shebecame an HR consultant for Penna Sanders & Sidney. Her advice to people going through a redundancy process is to always beprepared to solve a problem at the drop of a hat. “You need to keep professional and keep your mind on the job. But youalso need to find a way of getting balance into your life so that it doesn’ttake over,” she says. Name: Amanda Russell Company: ITV Digital Position: HR manager Joined company: February 1998 Left company: May 2002 On 22 April 2002, ITV Digital’s management announced there were no buyersfor the faltering broadcasting company. Later that day around half of its 2,000employees were made redundant and a skeleton staff was left to oversee thegradual and very public closure of the company. Amanda Russell was one of few HR professionals left behind to oversee thisclosure. She had been one of the first people to join the company in February1998, and had been heavily involved in setting up the HR department, creatingthe company culture and developing the organisation’s policies and procedures. Initially, Russell’s main difficulty was coping with the sheer pace ofchange, as the announcement had been completely unexpected. And as the closurewas so high profile she found it almost impossible to leave the news behind.”As well as suddenly having to live with the closure at work I had to livewith it in my private life as it was on TV and on the cover of all thenewspapers,” she says. “Everyone was talking about it. It was reallystressful because it was all so sudden.” Russell left ITV Digital 30 days after the closure was first announced.During that time she helped others look for jobs, write CVs and seek financialhelp. She was so involved with helping others that she simply didn’t have timeto look for a job herself and is currently trying to find a new position.”I didn’t tend to think of it at the time. I was so busy that I had toimmerse myself in the new task I had suddenly been given,” she explains. “I was so busy I simply couldn’t imagine that I wasn’t going to have ajob in a week’s time.” Despite this, Russell feels the experience has a positive side. Along withlearning how to cope in the event of company closure she has made several closefriends – drawn together through shared feelings of adversity, who are nowhelping each other in the quest to find new jobs. The experience has also enabled her to test her HR skills to the limit.”It was important to stay very positive and practice what youpreach,” she says. “All the good things about outsourcing came outand I had to focus on my belief in these and HR skills I’ve learnt along theway.” But Russell admits that in the last days of ITV Digital the remnants of theHR team had become a mini recruitment agency. “It was quite strangebecause we became a shoulder to lean on, but were also having to deal withhundreds of recruitment agencies looking for staff.” To cope, Russell drew up a plan of what she needed to do with regard to theadministration of compensation and benefits and anything else that would helpemployees such as pension scheme arrangements. Looking back she is quite gladthat the whole process was so hectic. “Being so very busy made the wholething much easier to cope with,” she says. “The people who were quiethad nothing to do but sit back and reflect on what was happening. I have theimmense satisfaction of knowing that I helped a lot of people to find a way outof a very bad situation.” Name: Jo Larkam Company: Prudential Insurance Position: HR consultant Joined company: September 96 Left company: February 2001 In January 2001, Prudential Insurance announced that its 80 direct salesbranches would be restructured into 15 regional offices. As a knock-on effect,the HR function that supported the sales teams also had to restructure, withthe inevitable consequence that redundancies were made. Jo Larkam, now a human capital consultant with Deloitte & Touche, wasinvolved in the restructuring process that involved the reorganisation of morethan 2,000 sales and support staff. However, this was compounded by the moredifficult task of selecting people for redundancy – including those in HR.Larkam says: “Many of the team worked in a very difficult situation. Theywere told their jobs weren’t going to exist in six to eight months but theystill had to support the rest of business.” Throughout the experience Larkam had to deal with the concerns and questionsof other people in the organisation while being unsure about her own future. Tocope with the demands of this dual role she decided that it was best tomaintain a highly professional approach and not be overly critical of theorganisation despite what was happening. “It was important to speakpositively about the new structure to keep up people’s morale,” she says. The fact that Larkam was facing redundancy helped her empathise with thesales teams. She also believes the HR team bonded more closely as a result oftheir shared sense of adversity. “It’s almost easier to support people ifyou’re going through the same experiences yourself,” she says. “It’sa question of finding support and encouragement for everyone concerned.” Like many others in the HR function Larkam decided it was best to look foranother job and secured a position with Deloitte & Touche soon after therestructuring announcement was made. She still remained focused on the task oflooking after the firm’s interests and those of its employees and maintains themutual support that existed within the HR team helped her to cope. “We made sure that there was communication throughout theorganisation,” she says. “We were also trying to be flexible to meetindividual demands to relocate and support the line managers who themselveswere supporting individuals who were losing jobs.” Larkam insists that the redundancy process was actually a very positiveexperience for her – providing opportunities to learn new skills. She alsobelieves Prudential was good at making the whole process as voluntary aspossible. She also contends that along with toeing the company line you need to findpeople who can lend advice and encouragement on the situations you are facing –whether they are inside the organisation or not. More than anything Larkam believes it is important to utilise all of your HRskills and to be aware that in a situation like this knowledge is verydefinitely power. “You need to be aware of what options are available andthe level of support the organisation will give you. And to do this you need toremember that HR has an advantage as it has access to a lot of information thata lot of other people never see.” Professional dilemmaOn 25 Jun 2002 in Personnel Today Related posts:No related photos. Previous Article Next Article
Comments are closed. Related posts:No related photos. Previous Article Next Article GCHQ, the UK’s intelligence centre, has doubled job applications fromgraduates despite being unable to describe any of the positions on offerbecause of national security issues. It’s innovative recruitment campaign, designed by TMP Worldwide, won thebest integrated marketing campaign at the Association of Graduate Recruitersawards, announced at the AGR’s annual conference last week. The GCHQ campaign, which used posters, a website, online postcards, acassette and a career bag giveaway, proved a huge success despite the lack ofinformation on the positions available and the organisation’s inability tocompete with the private sector on pay. It was also announced that GCHQ has signed a learning agreement with thePublic and Commercial Services Union (PCS) that will give staff access to arange of learning opportunities and sets out plans to develop a network oftrained learning representatives. Paul Collacott, head of learning and development at GCHQ, said: “We arealways looking for effective ways of providing more opportunities for personaldevelopment. “The partnership with PCS gives us additional possibilities. The first– the ‘Women into Management’ programme – has already been enthusiasticallytaken up by a number of our staff.” GCHQ’s covert campaign just the jobOn 23 Jul 2002 in Personnel Today
Previous Article Next Article Outsourcing restores faith in HR credibilityOn 1 Oct 2002 in Personnel Today Comments are closed. Related posts:No related photos. HR outsourcing remains a topic on everyone’s agenda. I should know becauseI’ve recently been outsourced. And you know what – it’s great. Myths abound about outsourcing – it is bad for the individual, outsourcersare only interested in cost cutting, everyone will be overworked, underpaid andlife will never be the same. I only agree with the last point. HR has been criticised for decades by linemanagement as a reactive and second-rate administrative function offering noadded value. This has led to minimal investment and discouraged high-flyersfrom joining the function. In many organisations the most important strategicevent HR is allowed to get involved in is the Christmas party. Then along comes the HR business process outsourcing companies. They areinterested in making money, of course, so what are their priorities? Well, itis not in creating a reactive team, and investing the bare minimum. The BPO players are making HR their core business. It is no longer somethingreserved for the back office of large industrialists, but for the front officeof companies who have to invest to survive. What does that mean for the HR professional about to be outsourced to anorganisation he doesn’t even know? For me, it means investment in the tools ofthe job to make the HR professional’s life easier, and it means that HR is nolonger a cost or an overhead but rather a revenue generator, core to thebusiness. It is not easy. HR professionals will have to work harder than ever, but atleast they will be doing it with the support of the business. But make nomistake, if you have been hiding for years in the comfort zone of a largeorganisation you will be found out, which I don’t think is such a bad thing. If it is all good news, why aren’t the line managers at BP Amoco and BTsinging its praises (News, 24 September)? It is all about the change curve. Theproblem is many of the retained HR business partners have forgotten to mentionto the line managers that things are going to change. The welfare job that HRhas been doing for years – those Christmas parties and disciplinary meetings –is now their responsibility. In an outsourced world, HR will get the basics right – such as dataintegrity and administration – will offer policies and practices that willattract, retain and develop employees, and will act as a strategic partner.This will mean shared services through centralised administration, use ofportal, self-service technology and less local HR presence. It is not a painless change. But the change curve will be just as steepwhether the company opts for the DIY approach, or achieves it throughoutsourcing. By Alan Bailey, Head of communications andchange management, Xchanging HR Services
Related posts:No related photos. Call centres are experiencing increasing recruitment difficulties, accordingto a report. The study, by consultants Watson Wyatt, also reveals that companies areresponding to the problem by increasing salaries and improving careerprogression. Five in 10 call centres report recruitment problems, compared with four in10 a year ago. The study also finds that eight out of 10 companies have aproblem with staff turnover. Watson Wyatt HR consultant Nicola Harding said the survey shows howcompetitive the call centre labour market is in the UK. Call centres report local competition for staff as the main cause of therecruitment problems. The tendency for contact centres to cluster in particular regions alsoaggravates recruitment difficulties. “Call centres are often concentrated in areas such as Leeds andLiverpool, so this tends to make competition for staff even more extreme,”said Harding. Watson Wyatt’s latest contact centre survey finds that 64 per cent of callcentre firms are responding to these problems by raising wages. Nearly half are offering increased career development opportunities, and 45per cent are targeting different groups of potential recruits, such aspensioners and students. “Best practice employers are giving more opportunities to progresswithin the organisation,” said Harding. The median base starting salary for a junior call centre telephoneconsultant is £11,350, and £16,312 for a team leader or supervisor. www.watsonwyatt.com Previous Article Next Article Career development will help call centres recruit new staffOn 11 Feb 2003 in Personnel Today Comments are closed.
At last month’s HR Directors Club breakfast briefing at Chelsea Football Club stadium Stamford Bridge, Richard Needham, a director of Dyson Appliances and vice-chairman of NEC Europe, told members: “The correct design of an organisation is absolutely critical to its success.” Dyson director extols virtues of sound company structureThe key to business success is the structure of the company, according to one of the UK’s leading businessmen. At a recent Personnel Today HR Directors Club breakfast briefing at Chelsea Football Club, Sir Richard Needham, a director of Dyson Appliances and vice-chairman of NEC (Europe), told delegates: “The structure of a company is enormously important if you want to get the best out of people. The correct design of an organisation is absolutely critical to its success.”In a challenging presentation, Michael Heseltine’s former deputy at the DTI said public sector managers were not up to the task.“The majority of the public sector is weak, flabby and inefficient at getting the best out of people,” he said. “However, the public sector is far better than 20 years ago.”He said HR had to deal with too much regulation dreamed up by civil servants with no experience of business and, because of this, “HR spends an immense amount of time doing things with questionable value”.HR Directors Club members have already heard a number of inspiring speakers this year, including Andrew Marr, political editor at the BBC, and Kevin Green, personnel and organisational development director at Royal Mail. We’ve also lined up Clare Chapman, Group HR director at Tesco, to talk about her innovative people strategies at our next breakfast briefing on 28 September. The HR Directors Club also runs evening networking events, where members debate topical issues. At last week’s event, at Trinity House in Tower Hill, London, HR directors heard the latest thinking and shared best practice on human capital management. [Click here to read about the event]In a separate workshop at The Brewery, members shared their experiences of becoming an employer of choice. [Click here to read about the event]The HR Directors Club also ran a recent workshop on HR transformation. [Click here to read about the event] Previous Article Next Article HR Directors Club Breakfast BriefingOn 30 Jun 2005 in Personnel Today Comments are closed. Related posts:No related photos.