During the 15months since the Lord Davies Report in 2011 the percentage of female non-executives on FTSE 100 boards increased from 15.6% to 22.4% while the percentage of female executives is still abysmal at 6.6%! While it appears that companies are finding it relatively easy to outsource to bridge the female gap in non-executive board positions, the ability to find and nurture female talent up through top management to executive positions appears to be lacking.
Unfair treatment of employees returning from maternity leave
Inflexible working hours not allowing for child-minding responsibilities
Unequal pay and bonuses for equal work performance across genders
These age old sex discrimination issues and more are still not being dealt with by HR policies. This is crippling UK businesses in their ability to feed high achieving female employees up the management pipe-line, leading to poor gender diversity in the top management positions.
What is the point of change management? You see a way you can improve the company services/products/profits, and you make the change, simple? Or is it?
Change can have negative emotional repercussions, on both employees and customers, no matter how well intended the changes are. This is why it is important for HR policy to be involved with change, and why change needs to be managed carefully.
The following information can be used as a checklist to help ensure your policies and procedures for change management makes the most out of the changes you implement for your company, and overcomes the negative emotional hurdles on the way to success.
Before beginning a change to the company, whatever it is, small or large, it is important to work out the Who, When, Where, How, Why and What about it. The plan doesn’t have to be concrete, it is much better to have a plan that needs reviewing then to have no plan to refer back to. Your Human Resources Policy should stipulate that a plan is needed for all changes that are to be implemented.
Low employee morale leads to less productivity. As discussed in our blog (Improving Employee Morale: Do your employees know you value them?) quick fixes like budget staff parties and paper plate awards can provide only temporary morale boosts for some employees and may even cause more problems than they solve with others. Employee morale measures need to be part of the everyday running of your business to ensure your employees feel valued and stay positive and productive.
It may be a thankful surprise that the list below of most popular steps taken for making employees motivated in their work can be even cheaper than the quick fixes!
Just paying an employee for their work is not enough to ensure they continually give 100% commitment. If employees feel under-valued then employee morale will be lowered. Low employee morale causes slower, poorer quality productivity, more absence days and loss of experience, skills and knowledge if employees decide to leave for a job that makes them happier. Most companies know their employees are valuable but many don’t successfully show it.
Are you creating the right First Impression with your new employees?
As the force that drives your company on a day to day basis; your employees are your biggest asset. However, each new employee is a new gamble.
Will your new employee work well within your established team? Can their individual talents be wielded to improve your business? Or will they become a liability, disruptive to production, a waste of the time and energy, or even cost you extra money?!? -Induction Counts.
How the terms Human Resources and Personnel are viewed by Employees, Companies, and Professionals, and the differences between UK and the US.
The Personality of Human Resources: What happened to Personnel?
Everyone talks about Human Resources with a frown – those people that try to keep the Company on the correct side of the Law. Always implementing yet more policies to stop you from getting on with your job. The ones you go to see when your work isn’t up to scratch.
It’s all about the legislation and making sure you toe the line.