Theology and HR Converge at 2011 CIPD Conference

One of the themes that appears to be running through the CIPD conference in Manchester this year is that of playing to your strengths.

Sessions which cover this theme include:

• Making an impact: using your strengths for exceptional working relationships
• Taking a strengths-based approach to performance management
• Strengthening resilience against stress at work

And then of course there’s today’s closing keynote address by (swoon ladies, for it is The Handsome One!) Marcus Buckingham , who has made a lucrative career for himself exploring the concept of finding your strengths and using them. 

Areas to be covered by Marcus Buckingham include:

• Recognising the strengths that exist in your organisation and how to utilize them for individual and business success
• Acquiring tools and techniques for ensuring your people are leveraging their strengths, and being supported to do so by managers and leaders

The strengths-based approach represents a subtle shift from previous attitude to people management, including how we equip those in the HR profession to perform in their roles. Gone are the days when the focus was solely on providing HR professionals with new skills, be those ones of negotiation, consultancy or business partnership. Now the focus is much more on identifying abilities already possessed and putting them to good use.

It’s more a case of Stop Trying To Be Someone Else, and Start Being The Person That You Already Are.

As a Theologian in the world of HR, I would say this, wouldn’t I, but this is not a particularly new idea.  The New Testament Parable of the Talents covers exactly the same theme: that of recognising what your gifts, abilities or strengths are, and putting them to good use in the service of others. In fact the New Testament approach to talent development is far more radical than anything that you’ll hear at the CIPD Conference this year. The New Testament doesn’t simply say that it would be A Good Idea if you used your talents. It tells us that you can either Use Then Or Lose them. It suggests that to ignore the abilities that you have is actually irresponsible.

So take the bag of gold from him and give it to the one who has ten bags. For whoever has will be given more, and they will have an abundance. Whoever does not have, even what they have will be taken from them.

So, Dear HR Case Studies readers: Do you know what your strengths or talents are? And, more importantly, are you using them?

Where have all the blonde girls gone?

Until yesterday, my only visit to the CIPD Conference and Exhibition was back in the Thatcherite era of the late 1980s.

Clearly a lot has changed since then.

But there are two groups of people who very much in evidence at my last Conference in 1988, that are noticeable by their absence this year:

Tall, long-legged blonde girls and fat, ugly blokes.

Let’s take the girls first. Back in 1988 it was practically impossible to navigate your way from one end of the exhibition accompanying the conference itself without being accosted by a succession of impossibly attractive and amply-bosomed, flaxen haired beauties. Generally they would offer you the chance to win a bottle of single malt whisky or a bottle of champagne in exchange for your business card and their sales pitch about time and attendance systems or employee loyalty schemes.

Somewhere over the years the girls have disappeared, as have most of the alcoholic incentives to chat with the representatives on the stand. Perhaps it’s a sign of the times that in Manchester this year, it’s easier to talk to Alcoholics Anonymous (they are next to the ACAS stand) than it is to get a drink in the exhibition centre.

The other group that are missing are the fat, ugly blokes.

Their absence is actually more of a concern. These are the Trade Union representatives who in the 1980s were a regular sight on the presentation stage at almost every annual HR (sorry, Personnel Management) conference. People like John Edmonds of the EETPU, who would regularly share the platform with Peter Wickens of Nissan to talk about how a deal for single union recognition had been struck at the car manufacturer’s Washington plant. 

Generally, the focus of their speech would be on how UK companies needed to move away from a confrontational industrial relations style to one that was more collaborative and inclusive.

Back in 1988, the annual CIPD conference in Harrogate (so perhaps they just do things differently across the Pennines) was rich in opportunities to explore employee relations issues. This year there’s not one seminar, masterclass or workshop that covers this particular issue.

Is this because employee relations conflict is a thing of the past? The strikes planned for the end of this month by public sector workers clearly indicates that this is not the case.

Research undertaken recently reveals that more than half (54%) of UK senior HR professionals are working in teams in which no one has experience of dealing with trade union action.

If the impact of the current austerity measures in the UK leads (as it surely must) to further disruption in the workplace, I wonder how many of the attendees at this year’s conference might wish that they could have learned a bit more about dealing with a difficult employee relations situation, rather than discover yet more about talent pipelines and future-proofing your organisation.

One final thought: if HR isn’t capable of managing employee relations issues in future, who’s going to pick it up instead of us?

How to experience the CIPD Conference without leaving the comfort of your own home

As many of the readers of HR Case Studies will know, the annual CIPD HR Conference is taking place this week in Manchester.

Clearly getting there will be a problem for those HR Case Studies readers based in (I jest not) French Polynesia, Guadeloupe, or the Turks and Caicos Islands.

So if you're one of those who will unfortunately be absent from the CIPD conference, here's a way to enjoy the intellectual stimulation of the event from the comfort of your own kitchen.

1. Download the attached document
2. Print the document on good quality paper
3. Cut out all the words into separate strips of paper
4. Choose a selection of terms (carefully extracted from this year's conference programme)
5. Apply glue to the back of your selected terms
6. Arrange your selected terms into a (possibly) meaningful sentence which may (or may not) be uttered by one of the conference speakers
7. Apply to a flat surface of your choice
8. Stand back and observe your handiwork
9. Marvel at the result
10. Share your learning with other HR Case Studies readers

Download your HR Case Studies DIY CIPD HR Conference here

Young readers: make sure that you get your parents' permission before slicing through the tablecloth with a Stanley knife, or sticking your newly-created strategic musings over the Canaletto in the hallway.

Executive Pay: The Subject Which Must Not Be Named

It’s the week of the annual CIPD conference, where the great and the good of the HR world get together to “learn from best practice examples from leading organisations ... pick up practical tools that you can implement right away in your organisation... and hear the most current thinking from high quality speakers who have been there before.”

And with split second timing, one of the most high profile members of the profession makes a public attack on the excesses of executive pay, saying that “top pay has been found to bear little or no relation to company performance”

He goes on to say that, “Perhaps it would help to make directors and CEOs more accountable to their employees. Perhaps there should be employee representatives on company boards.”

Great to hear a prominent member of the HR profession to be making a public statement on such issues, isn’t it?

The only problem is, that this comment doesn’t come from any member of the HR profession. It comes from John Sentamu, the Archbishop of York.

Let’s look at what the Archbishop says in a bit more detail:

The news that Chief Executives (CEOs) of the FTSE 100 companies last year received average pay increases of almost 50 percent adds urgency to our cause. Typically these CEOs receive 300 times as much as the least well paid British employees in their companies. If they have a responsibility to their staff, it is hard to imagine a more powerful way of telling some people that they are of little value than to pay them one-third of one percent of your own salary. Top pay has been found to bear little or no relation to company performance, but even if it did, isn’t the performance of a company dependent on the work and wellbeing of all its staff?

Do you have to be a senior cleric in the Church of England to realise that paying some employees one-third of one percent of the salary of the CEO of an organisation is blatantly unfair and unjust? I think not.

But is this an issue that the HR profession seems to be happy to tackle?

Judging from the timetable for this year’s CIPD Conference it would appear that the subject of executive remuneration is the HR equivalent of Lord Voldemort: The Subject Which Must Not Be Named.

If you’re interested in Talent Management, Delivering Organisational Effectiveness or Building a Culture of Engagement and Leadership, the conference will have you feeling like a kid in a sweet shop. But if you’re looking for some open and frank discussion about the issue that has got the rest of the population gossiping, you are searching in vain.

OK, as an HR professional with a degree in Theology, I’ve probably got more in common with what Archbishop Sentamu is saying than many of my colleagues. But the question I’d like to ask is this:

If as HR professionals we’re not addressing this issue, who else is?

Come on, HR people! How about responding to this challenge of the Archbishop of York:

Our society will work best when we recognise that as human beings we are all, fundamentally of equal worth and members of one society.

Let us do it. Let us do it now.

Your comments are, as ever, most welcome

HR Professionals found to be infected by mystery virus

A leaked Top Secret government document reveals that a sinister and malicious virus has been detected infecting the minds of many of the UK’s HR Managers. Concern has been expressed that this virus could seriously affect the performance of the UK economy, and government scientists are frantically attempting to discover the source of the infection before the epidemic spreads to other sectors of the workforce.

The symptoms of the WNA2DT virus (or, to give it its full scientific name, We’re Not Allowed To Do That) are a reluctance (or, in some cases a blank refusal) to grant managers permission to step outside tightly written HR policy, regardless of the business case for doing so.

A side effect of the virus is the infected person experiencing a form of auditory hallucination from a disembodied source, advising them to comply with sometimes outdated rules and procedures. “We’ve been told that we have to do it this way” is a typical statement made by an HR professional infected by a particularly virulent form of WNA2DT. Questioning as to who has told the HR professional to act in this way is unlikely to lead to any clear outcome.

Researchers are exploring the possibility that WNA2DT is a recent mutation of the older HRTMICDT (HR Told Me I Can’t Do That) virus that was widespread across the UK in the last decade. That particular strain which was prevalent in the managerial population normally led to managers absolving themselves of any responsibility for difficult decisions. In its most common form, managers would frequently find themselves telling their direct reports that if it was up to them, they would have given the employee in question a pay rise, but that HR had forbidden or prevented them from doing so.

The UK Infectious Diseases and Immunisation Agency are advising Chief Executives that the most effective way of preventing the spread of this virus is to ensure that all recruited HR professionals have been immunised by a course of CIPD treatment. Although a 12-month course of treatment with the CIPD vaccine offers a high degree of protection, regular group sessions with other vulnerable members of the profession are also likely to strengthen resistance.

For members of the HR community who are keen to increase their resistance to the WNA2DT virus, and consequently improve their effectiveness within their organisations, a three-day immunisation clinic has been arranged in Manchester in November. Details can be found by clicking the link below.

WNA2DT Immunisation Programme: November 2011

Carlos Tevez replaced by German Beauty

A concerted lobbying campaign by a group of influential readers of the HR Case Studies blog has forced the editorial team to remove the picture of Carlos Tevez accompanying an earlier post.

A petition signed by a significant number of readers (OK, one) said:

Please please please do another blog - if only to stop me having to look at that picture of Tevez when I log in. Not the most attractive bloke on the planet.  Reminds me of the Tazmania Devil.

As a consequence, the editorial team has bowed to public pressure and posted this blog item, so that those visiting the site have something more attractive to gaze upon.

The editorial team apologises if you have been lured to this posting expecting a glimpse of Heidi Klum, Claudia Schiffer or (showing my age) Katarina Witt.

On a serious note, Herzberg's theory of motivation would suggest that the positive effect of working in a beautiful environment would rapidly wear off, working conditions only ever being a hygiene factor rather than a motivator.

Is he right? Would you eventually get bored of being greeted by the sight of a beautiful landscape from the office window? Or even of Heidi Klum or Hugh Jackman across the desk?

Or does the readership have any more suggestions of whose presence would really motivate you to get some work done?

What would you do about Carlos Tevez?

The (alleged!) refusal of Manchester City footballer Carlos Tevez to play against Bayern Munich on Tuesday evening has attracted a significant amount of press attention, with a great deal of it focusing on the question of what can be done when such players decide that they are more important than the club itself.

Just to put things in context, Tevez is ranked at No. 7 in the tables of World’s Highest Paid Players, earning an estimated £6.7 million per year. That’s over £128,000 per week to you and me. Gulp.

But does the salary, or even the unquestionable skill of Tevez justify him being a law unto himself?

To answer that. let’s look at the views of another sporting superstar, that of Ethiopian long-distance runner Haile Gebrselassie. He’s won two Olympic gold medals at 10,000 metres and also has World Championship titles at that distance. He’s won the Berlin Marathon four times consecutively and also broken more world records than I’ve had hot dinners. (OK, it’s actually only a mere 27, but I’m sure that you get the point)

Interviewed on Radio 4 this week, Gebrselassie was asked how he’d come to be so successful. His response was revealing:

Training, discipline and commitment. I run 160 miles a week. It’s my job.

His answer mirrored that of Jonathan Edwards (whose triple jump world record set in 1995 still stands) when questioned by Michael Parkinson alongside David Beckham. Parkinson asked Edwards if he was jealous of the amount of money Beckham earned in comparison to himself. Edwards responded:

I think that I get paid pretty well for what I do, which is basically to jump into a sandpit. It’s a job.

For some reason, those fortunate enough to enjoy the riches of the world of football seems to have forgotten that they are still in an employment relationship. What they do is a job.

What would you do if an employee refused to obey a reasonable management instruction? You’d discipline then. What did Manchester City Manager Mancini actually ask Tevez to do on Tuesday? To warm up and go on the pitch and knock a ball around. To do his job. So why all the “What Is To Be Done” soul searching?

So here’s a challenge to all you HR professionals out there? What would you do about Tevez?