Previous Article Next Article This week’s lettersDTI will try to avoid damaging the job boards As the Minister responsible for the Government’s review of the conduct ofemployment agencies and employment businesses regulations, I can assurePersonnel Today that our aim is not to damage internet jobs boards, but toprotect job-seekers and employers from unscrupulous agencies (News, 15October). To help us get the balance right, I urge your readers to log on towww.dti.gov.uk/er, read our consultation in the publications section and sendconsidered comments and evidence to [email protected] Alan Johnson MP Minister of State for Employment Relations, Industry and the Regions, Departmentof Trade and Industry People, not boards, make strategy happen I have enjoyed your series Delivering HR Strategy, and Jane Lewis’ article(Features, 8 October). But the argument Lewis presents – that the ‘downstream alignment’ school ofJohn Purcell has been superseded by Paul Kearns’ offensive‘HR-in-the-boardroom-driving-the-business-strategy’ camp – itself is anoutmoded distinction. Neither business nor HR strategies are wholly rational, planned andtop-down-implemented phenomena. Early and influential HR involvement iscritical, but as John Purcell points out, there is a danger in our currenttough economic climate of HR strategies becoming ‘an illusion’ in theboardroom. As your series title suggests – delivery is key. Purcell’s latest research for the CIPD focuses on this conundrum ofstrategic delivery. Underneath the statistical correlations between HR policiesand business success, this research unpacks some of the key practicalcomponents of the ‘black box’ of HR strategy. Effective first line managers and fully-skilled employees – supported byappropriate HR practices and processes – are all demonstrated by the researchto be critical to performance and strategic delivery. As one of the employees in a hospital case study explains, “when I camehere a year ago it was very unsettled. Now we have a strong team out there,encouraging you, and in return you want to do the job to the best of yourability”. Boards, or even their HR executives, do not make strategy happen. People do.Duncan Brown Assistant director general, CIPD Have you responded to the records code? The Records Management Code is considered by many to be a bureaucraticburden (News, 8 October). It appears that employers should now seek staff permission to recordsickness details, include confidentiality clauses in HR personnel contracts,provide data handling training for HR operatives, include data protectionrights in staff induction programmes, provide employees with personal detailson an annual basis and introduce a single HR database. Not surprisingly, HR professionals believe this is impractical and willincrease administrative work. We recently sponsored research that shows that 32 per cent of HRprofessionals thought that the code was too complex, while 47 per cent hadnever even heard of it. There must be a considerable number of organisations who cannot be dealingwith the new code of practice adequately. More information on the new codeneeds to be made easily available to employers. Furthermore, HR professionals need to carefully review and upgrade their HRinformation systems in order to ensure compliance. Peter Collinson Director, Midland Software Limited Businesses must stop poor management rot I read with interest Karina Ward’s views on poor training being to blame forbad management and low productivity (Letters, 22 October). While I strongly agree that we need to take a step back and assess theshortcomings of British companies, I am not convinced UK industry is ready forthis level of self-criticism. Following the DTI’s announcement that US business guru, Michael Porter, willlead an inquiry into the failings of British management (News, 22 October), Iwas shocked to hear various business commentators criticising the decision to involvean American. It’s time for UK companies to stop naval-gazing and face reality: withoutworld-class managers and leaders, the British economy will continue to flag,and if businesses don’t shape up soon, they could be committing commercialsuicide. Let’s hope businesses in the UK learn what they can from Michael Porter andstop the rot of poor management. Roy Davis Head of communications, SHL UK Comments are closed. LettersOn 5 Nov 2002 in Personnel Today Related posts:No related photos.