Passwords – symbols of disempowering organisation cultures

Congratulations must go to the humble password for adding unnecessary cost into our businesses, making our systems less secure and contributing to the disengagement of millions of employees. They are indeed symbols and actual contributors to disempowerment within our organisations. A bit harsh? I don’t think so. For me, passwords have become one of the[…]

HR’s “point of inflection” – Peter Cheese shares his thinking

I recently attended an event with Peter Cheese, newly appointed CEO of the Chartered Institute of Personnel & Development (CIPD), which celebrates its centenary this year (2013). Peter was answering questions put to him by an audience composed of mainly HR professionals. He was refreshingly honest and candid with his answers. He seemed to be[…]

Continuing Professional Development – promoting bad learning habits

In a previous post I wrote about weaknesses in formal Continuous Professional Development (CPD) programmes required of some professionally qualified sectors. I bemoaned the tick-box exercise that most had become as people attended events in order to achieve a target number of study hours. The so-called learning delivered through this CPD also came under my critical eye.[…]

Continuing Professional Development – a tick-box exercise?

This post covers some of my long-held concerns about formal Continuing Professional Development (CPD) programmes. It was prompted by discussions currently underway in the UK’s Chartered Institute of Personnel & Development (CIPD) on their support for ongoing professional development in HR. It finishes with an ask of regulators and professional bodies to review their thinking[…]

Disrespecting colleagues carries costs

I recently came across an article in Harvard Business Review (February 2013) on incivility in the workplace. The authors talk about the costs of incivility to the organisation: “Many managers would say that incivility is wrong, but not all recognize that it has tangible costs. Targets of incivility often punish their offenders and the organization,[…]

Why organisations do bad things

One doesn’t have to look far to see examples of unethical behaviour in our corporations and public bodies. The sale of unwanted or inappropriate products and anti-competitive collusion seems to be rife. Slavishly following process is proving to have lethal consequences in some of our hospitals. These stories add up to give the false impression[…]

Is risk-avoidance damaging HR’s credibility?

This post outlines my views on HR’s credibility in the board room and how attempts to earn it have backfired. The basic premise of my argument is that, in attempting to win credibility, HR has proposed and implemented copy-cat best practice as a low-risk route to delivering HR strategy. This low risk approach has back[…]