HR

Growing up we are taught (and throughout life we observe) what is frequently referred to as the Golden Rule. For many of us it started as (and maybe still is) the phrase "do unto others as you would have them do unto you”, and while the exact wording is flexible the central message is common to all.

In principle, the concept champions a two-way, reciprocal and mutual relationship between two or more parties.

This indeed is a very admirable idea, but it has a fundamental flaw that is amplified when brought into the workplace.

We conducted a Q&A interview with Cherron Inko-Tariah MBE, Founder of 'The Power of Staff Networks' and Consultant, regarding staff networks and diversity and inclusion.

Could you introduce yourself and what you do?

We conducted a Q&A interview with Roderic Yapp, Director at Leadership Forces and TEDx Speaker, regarding leadership and the generational gap.

Could you introduce yourself and what you do?

I'm going to argue here that many organisations using HR analytics to improve their people programmes are fooling themselves.

Let me explain: evidence-based HR analytics relies on a model something like this:

HR programme --> Competencies --> Employee performance --> Org performance

That is, you invest in workforce programmes to increase employee competencies ("the how") which in turn delivers increased employee and organisational performance ("the what").

I didn’t think it would happen to me.

I’ve had a really interesting journey this past few months. I’m fortunate to be ‘in demand’ and to take my work to wherever it finds me. Interesting projects are not in short supply and my network brings me into collaboration with great teams. Yet I can’t help but notice some uncomfortable trends in the sector and a couple of recent experiences have also inspired me to write this. I’ve seen ageism for the first time and it’s truly shocked me.

Deloitte has recently published a report on: ‘2018 Global Human Capital Trends’.