Training is imperative for businesses

The HR Review had an article posted on the 13th August by Ross George, entitled "Training ‘imperative’ for businesses"

Providing a good standard of workplace training is crucial for all companies regardless of their size, but is not without its potential pitfalls, according to a small business expert.

Former IBA start-up business adviser of the year Sylvia Constantine claimed training is as important to owners and managers as it is to lower-level staff and added that it can provide numerous benefits to both workers and firms.

"Every business will get some benefit from having a highly trained and skilled workforce," she explained. "I always believe that training is an absolute imperative to all businesses."

However, Ms Constantine acknowledged that small to medium-sized enterprises suffer more than larger rivals when highly-trained members of staff decide to leave for pastures new and admitted employee retention is a "very real concern".

Earlier this year, the former Labour government introduced legislation aimed at enshrining workers' legal right to take time out of their job to embark on supplementary training courses."

Looking for training for your organisation? We offer in house training packages to organisations in the Private and Public sector. Visit http://www.jml-training.com/Training_courses.htm and if the course you require is not there, please contact us and we will see if we can help your specific requirements.

Management behaviour key to successful returns to work

CIPD - The Chartered Institute of Personnel and Development have just issued a News Releas - "Management behaviour key to successful returns to work for long-term sick, says new guidance from BOHRF, the CIPD, Healthy Working Lives and the HSE"

New guidance launched today aimed at helping managers support people returning to work after long-term sickness can play a key role in preventing workers with health problems fall out of employment altogether.

The guidance, produced by the British Occupational Health Research Foundation (BOHRF), the Chartered Institute of Personnel and Development (CIPD), Healthy Working Lives and the Health and Safety Executive highlights the key behaviours needed by managers to support timely and lasting returns to work.

The guidance, Manager Support for Return to Work Following Long Term Sickness Absence, is particularly timely following the introduction of the government's new 'fitnote', which is designed to encourage GPs to recommend that more people with health problems return to work early as part of their rehabilitation.

Ben Willmott, senior public policy adviser, CIPD, said: "Line managers play a crucial role in deciding whether returning to work is part of an individual's recovery and rehabilitation or the catalyst to further breakdown and deterioration.

"Evidence shows that the longer people are off sick the less likely they are to make a successful return to work; with employees only having a fifty per cent chance of going back to work after six months of absence."

Steve Bell, strategic director, Scottish Centre for Healthy Working Lives, added: "This guidance can help equip line managers with the right skills so they have the confidence to encourage people to come back to work sooner rather than later and then support their rehabilitation effectively.

"In many cases where this does not happen people will be left to deteriorate at home, sometimes for months at a time, feeling increasingly alienated from the workplace. This can lead to long-term incapacity and unemployment."

The guidance is based on research involving employees, line managers, HR, health and safety and occupational health practitioners. The research was conducted by a team of psychologists from Goldsmiths, University of London, Loughborough University and Affinity Health at Work. It has led to the development of a competency framework to help employers equip their managers with the necessary skills and a questionnaire designed to measure the relevant behaviours for managers.

These include:
• Staying in touch regularly with the individual while they are off sick
• Reassuring them that their job is safe
• Preventing them from rushing back to work before they are ready
• Providing a phased return to work
• Helping them adjust to the workplace at a gradual pace
• Asking the individual's permission to keep the team informed on their condition
• Encouraging colleagues to support the individual's rehabilitation
• Holding regular meetings to discuss the individual's condition and the possible impact on their work

Looking for training for your managers? Visit our website Here

Equality and Human Rights Commission response to the government announcement that the default retirement age will be abolished

29th July 2010 - Government acknowledge that keeping older Britains in the workforce has benefits all round

Baroness Margaret Prosser, Deputy Chair of the Equality and Human Rights Commission, said:

"We believe today’s announcement abolishing the default retirement age will make it easier for businesses planning their workforce.

“It will simplify retirement planning from what is, at the moment, quite a bureaucratic process. Employers will now only need to assess the fitness and capability of their workforce, something responsible businesses will already be doing, giving everyone a level playing field.

“We have been working for some time to open up more employment opportunities for older Britons and to ensure that they can continue working while they are willing and able.

“At a time when Britain faces its toughest economic climate for decades it makes good business sense to keep people in the workforce for longer; decreasing welfare costs and increasing spending power.

“Older workers have been telling us for some time now that radical change is what is needed to keep them in the workforce. At the same time, employers have been telling us that it makes good business sense for them to be able to recruit and retain older workers.

“We are glad that the Government has listened and acknowledged what we have long known; that keeping older Britains in the workforce has benefits all round.”

In January 2010, the Commission launched Older Workers, Employment Preferences, Barriers and Solutions by Deborah Smeaton, Sandra Sandra Vegeris and Melahat Sahin-Dikmen and Working Better: The over 50s, the new work generation. These reports looked into the work aspirations of older workers and included a set of proposals for fundamental changes to employment policies for older workers and to address the challenges of an ageing workforce.

In July 2009 the Commission used its legal powers to intervene in the ‘Heyday’ case; a judicial review of the Employment Equality (Age) Regulations 2006. See our Press release on the case.

In July 2010 the Commission funded and represented Mr Leslie Seldon’s claim in the Court of Appeal. Mr Seldon was a partner in law firm who challenged his forced retirement at the age of 65.

The Commission is a statutory body established under the Equality Act 2006, which took over the responsibilities of Commission for Racial Equality, Disability Rights Commission and Equal Opportunities Commission. It is the independent advocate for equality and human rights in Britain. It aims to reduce inequality, eliminate discrimination, strengthen good relations between people, and promote and protect human rights. The Commission enforces equality legislation on age, disability, gender, race, religion or belief, sexual orientation or transgender status, and encourages compliance with the Human Rights Act. It also gives advice and guidance to businesses, the voluntary and public sectors, and to individuals.

Source: Equality and Human Rights Commission

Looking for Equal Opportunities Training for your organisation? Visit http://www.jml-training.com/promoting_equal_opportunities.htm

Professional bodies team up with Equality Commission to promote diversity

Professional bodies team up with Equality and Human Rights Commission to promote diversity - July 2010.

In July, the Commission launched the report Equally Professional: Like minds on different journeys. It sets out the process by which the members of Equally Professional (20 professional bodies from a range of disciplines) work to promote equality and diversity in, through and beyond their organisations. The publication records the collaborative projects members of the Equally Professional network have been involved in, and showcases examples of their diversity practice.

It will be mailed to 290 or so professional bodies not connected to the network, encouraging them to join the growing number of professional bodies committing to improving their diversity practice via participation in the Professional Associations Research Network (PARN) Diversity Special Interest Group.

Andy Friedman, Director of PARN, said: 'Professional bodies particularly appreciate the opportunity to learn from each other, ask difficult questions among their peers and benchmark themselves against similar organisations. This is the process that underpins the success of the Equally Professional network and the Diversity Special Interest Group around which the Commission's engagement with the professions is built.'

The Commission facilitates a network of professional bodies called 'Equally Professional', committed to promoting equality and diversity in and through their memberships, and thereby widening access to opportunity. The network believes that, to deliver the highest professional standards in a diverse society, professional bodies must reflect that same diversity in their membership.

The network also recognises that as the British demographic changes, the future of the professions depends on their ability to attract and retain entrants from all sections of the community. It seeks to inspire and equip the professions so that they in turn will inspire and equip people from under-represented groups to join them.

Source: Equality and Human Rights Commission

Looking for Diversity Training for your organisation? Visit http://www.jml-training.com/Diversity.htm

What you should know about coaching

International Coach Federation - ICF - July 20, 2010

Red Flags: It’s coaching unless… What you should know about coaching

Professional coaching is an interactive process that helps individuals and organizations improve their performances and achieve extraordinary results. But sometimes lines between coaching and other helping professions, like therapy or consulting, get blurred. To help educate potential coaching clients, the International Coach Federation (ICF) clears up what clients should and shouldn’t expect from a coaching partnership.

It is coaching unless…

….the coach tells you what to do. Many people may find it surprising that coaches do not tell their clients what they should do with their lives or careers. Coaching maintains that every client is creative, resourceful, and whole. The coach's responsibility is to discover, clarify, and align with what the client wants to achieve and encourage client self-discovery.

…the focus is on resolving difficulties from your past which impact your emotional functioning in the present. Therapy focuses on improving overall psychological functioning. The primary focus of coaching is on creating actionable strategies for achieving specific goals in one's work or personal life. The emphasis in a coaching relationship is on action, accountability and follow-through.

…the coach solves your problems. In general, coaching assumes that individuals or teams are capable of generating their own solutions, with the coach supplying supportive, discovery-based approaches and frameworks.

…the coach focuses on improving on your less-than desired behaviors or weaknesses. The focus of coaching is on identifying opportunity for development based on individual strengths and capabilities. Coaching incorporates an appreciative approach, grounded in what's right, what's working, what's wanted, and what's needed to get there.

…the coach uses his/her own experiences to mentor or guide you. Mentoring, which can be thought of as guiding from one's own experience or sharing of experience in a specific area of industry or career development, is sometimes confused with coaching. Although some coaches provide mentoring as part of their services, coaches are not typically mentors to those they coach.

Remember, it is up to a client and a coach to decide the scope of their coaching agreement, which may include elements of consulting, mentoring or other services. In such cases, it is perfectly acceptable for a coach to use these approaches in addition to coaching.

Coaching is a distinct profession with established core competencies that define the required skill set and knowledge of a professional coach. Coaches who have earned ICF Credentials have demonstrated a working knowledge of these skills and competencies. To find an ICF Credentialed Coach, visit the Coach Referral Service (CRS), a free online search directory, at Coachfederation.org/CRS.

ICF defines coaching as partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential. Coaching is a distinct service and differs greatly from therapy, consulting, mentoring or training. Individuals who engage in a coaching relationship can expect to experience fresh perspectives on personal challenges and opportunities, enhanced thinking and decision-making skills, enhanced interpersonal effectiveness, and increased confidence in carrying out their chosen work and life roles.

The International Coach Federation is the leading global organization for coaches, with over 14,200 members in more than 90 countries, dedicated to advancing the coaching profession by setting high ethical standards, providing independent certification, and building a worldwide network of credentialed coaches. The ICF is the only organization that awards a global credential which is currently held by more than 6,300 coaches worldwide

Gráinne Suter of jml Training & Consultancy is a Member of The International Coach Federation

jml Training & Consultancy are an Organisational Member of The Association for Coaching

Find out more about how coaching can help you and your organisation HERE

Even more courses listed on jml Training site

A selection of additional course detail has been added to the jml Training websites

Developing an Assertive Behaviour Style - More than 70% of problems in organisations have little to do with strategic planning or finance, but with poor interpersonal communication.

When people fail to understand how they and others behave and fail to recognise the impact of their actions on others the potential for misunderstanding and conflict to develop rapidly increases. Poor communication can have a dramatic impact on the effectiveness of an organisation and reduce its potential to achieve its objectives.

More information Here

Dealing with Difficult People - Difficult people exist in all walks of life; they can be people with behaviour or attitude problems, time wasters or people who do not like change. It is useful to learn a few techniques to help you manage them with confidence.

But we also need to reflect on self. Do you regularly experience difficulty with the same type of person or actions? Do you recognise that you have hot buttons that are easily pushed? You are not alone. We all do, the key is to acknowledge them as bear traps and learn to manage them.

More information Here

Developing Effective Communication Skills - More than 70% of problems in organisations have little to do with strategic planning or finance, but rather with poor interpersonal communication.

When people fail to understand how they and others behave and fail to recognise the impact of their actions on others the potential for misunderstanding and conflict to develop rapidly increases.

This programme is designed to provide an opportunity for people to reflect on their communication style, the impact this has on work relationships and to explore a range of techniques to improve their effectiveness.

More information Here

Developing Confident Presentation Skills - Effective presentation skills are now recognised as vital for success. Good presentations are expected at all levels in organisations, so it is very important to be able to communicate thoughts and ideas effectively. For individuals, career enhancement can be supported by the development of a professional presentation style.

This half day course will identify what already works for you as a presenter and build on this to improve the quality of your communication. It will enhance your presentation skills and contribute to your professional development as you experiment and learn in a supportive environment. It will provide you with simple ‘easy to practice’ techniques that will enhance your presentations and help you to deliver with confidence and to enjoy it.

More information Here

Working in a Strategic Environment - The ability to think strategically and involve teams in the process is now seen as a key competency for leaders and managers. This course provides the tools to explore the strategic direction of your organisation what it is, what it does and why and to use strategic thinking to move beyond reacting to day-to- day events. It takes you through the strategic planning process using a range of tools and techniques.

More information Here

UK workers still feel in grip of economic downturn

According to a CIPD ress release on Friday 23rd July 2010,UK workers still feel in grip of economic downturn, especially in the public sector, says CIPD quarterly Employee Outlook survey.

Worsening standards of living, falling job satisfaction, and high levels of job insecurity suggest that any continued move out of recession, signalled by today's GDP figures, has yet to filter through to the workplace.

This is the message from a survey of 2,000 employees by the Chartered Institute of Personnel and Development (CIPD), which shows employees are three times (29%) more likely to report their standard of living has worsened over the last three months than to say it has improved (10%), compared to 28% and 13% for the same findings last quarter.

The CIPD's job satisfaction index has fallen to a record low of +35*, compared to +36 last quarter and from a high of +46 in Summer 2009. Nearly a fifth of employees (18%) think it likely they could lose their jobs and two-thirds (66%) think it would be difficult to find a new job if they were made redundant.

Almost half of employees say that their organisation has either frozen (40%) or cut (7%) pay in response to the downturn, and a similar proportion of staff say their organisation has either already made redundancies (31%) or is planning to do so (16%).

The Employee Outlook survey also shows a particular deterioration among public sector employees' attitudes towards their jobs and management, as the impact of government spending cuts on jobs, pay and benefits becomes clearer.

Among public sector staff:
• Job satisfaction has fallen by 3% over the last quarter to +31 (compared to +33 in the private sector and +53 in the voluntary sector)
• More than a quarter (26%) think it likely they could lose their jobs (compared to 17% in the private sector)
• 40% say their employer is planning to make redundancies (compared to 10% in the private sector)
• The majority report their organisation has either frozen (51%) or cut pay (7%) (compared to 38% and 7% in the private sector)
• Only 16% say they trust their senior leaders (compared to 39% in the private sector) and less than one in five (18%) feel properly consulted on important decisions (compared to 24% in the private sector)

Ben Willmott, senior public policy adviser, CIPD, says: "Today's official GDP figures may suggest that the UK economy is continuing to move away from recession, however the reality for many in the workplace is that they still feel like they are in the grip of a severe economic downturn.

"Against this background it is worrying to see that public sector employees have increasingly negative attitudes to their senior managers, with less than a fifth saying they trust senior managers or are consulted by them on important decisions.

"One of the difficulties facing senior public sector managers in the current environment, in which major spending cuts have been announced but few details have been released, is that they too may also be in the dark and may not yet know how many jobs will have to go. However it is important that, if this is the case, they communicate the situation to staff and continue to have an open dialogue with employees as more information comes through. People are more likely to accept tough decisions if they are kept informed and given the right information at the right time.

"The government also has a key role to help rebuild trust in public sector leadership by allowing adequate consultation with employees over proposed changes to public service delivery so staff feel that their views have been taken into account before decisions are made."

* The score is calculated by subtracting the percentage of employees satisfied from the percentage dissatisfied

Note: Despite the Government cutbacks, people still must be trained to be more efficient in the difficult economic era ahead.There has never been a better time to invest in your organisation's future than investing in training now.

Find out more here today

Equality Act CBI comments

CBI COMMENTS ON EQUALITY ACT 3rd July 2010

The CBI has today (Saturday) commented on the Government’s announcement that the Equalities Act will be introduced from October.

Katja Hall, CBI Director of HR policy, said:“The Equality Act should in many respects make things clearer and simpler for employers.

“Bringing nine separate pieces of legislation together in one place should give employers more confidence in addressing diversity in the workplace.

“But the Government has missed an opportunity to say it will remove mandatory gender pay reporting from the legislation.

“Forcing companies to publish average salary figures for men and women could mislead people into thinking that women are paid less than men in the same role, which is rightly illegal, when differences will actually reflect the proportions of men and women in higher-paid jobs.

“The policy is also likely to backfire. Companies that have too few women in higher paid roles, and are trying to attract more, would be forced to publish a statistic that could deter female applicants and compound the problem.”

Source CBI

For More information about the Equality Act Visit this page on the jml-training website

People Management Awards

Shortlist revealed for the 2010 CIPD People Management Awards

The finalists of the 2010 CIPD People Management Awards have been announced following a rigorous selection process. The Awards acknowledge outstanding practice in the management and development of people. With a record breaking number of entries, this year also includes a new Award, the Michael Kelly Outstanding Student Award.

A winner and a runner up within each of the six categories and the Michael Kelly Outstanding Student Award will be chosen from the list of finalists at the judging day on 8 September 2010. The announcement will officially be made at a black-tie awards dinner during the CIPD Annual Conference and Exhibition, on 10 November 2010 in Manchester. The coveted overall 2010 CIPD People Management Award will be presented to the organisation whose achievement transcends' the individual categories. Last year this was awarded to Pace plc.

Jackie Orme, CIPD Chief Executive, who will be helping to judge the awards, says:
"I am inspired by the excellent response and determination of the organisations taking part this year. At the CIPD we believe it is vital to continue to champion good practice people management and development. This year we see the exciting introduction of a new student award and a record breaking number of entries. I would like to thank all those taking part for their contributions and tireless work in driving the HR profession forward"

The finalists are:

Employee engagement
• Screwfix
• McDonalds Restaurants Ltd
• Essex County Council
• Nampak Plastics Europe Ltd

Excellence through technology
• St Mungo's
• London Underground
• DHL Supply Chain
• Royal Free NHS Trust Hampstead

HR impact on business success
• Atos Origin
• Royal College of Nursing
• Rotherham Metropolitan Borough Council
• Outward Housing

Organisational learning
• RSA Insurance Group Ltd
• Wates Group Limited
• Signet Trading Limited
• BNP Paribas Real Estate

Performance and reward
• Nationwide Building Society
• Telefonica 02 UK Ltd
• Outsourcery
• Sheffield University

Talent attraction and management
• The Cyrenians
• Lancashire Constabulary
• Magnox South Limited
• Argos Limited

Michael Kelly Outstanding Student Award
• Jessica Stone (allpay Limited)
• Nicola Seabury (Youth Federation for Cheshire, Halton, Warrington and Wirral)
• Sam Westwood (McDonalds Restaurants Ltd)
• Julie Haddock-Miller (Middlesex University Business School)

BT is the headline sponsor of the 2010 Awards. Category sponsors include SHL Group, JM Presentations and Hays Human Resources.

• The judging day will take place at CIPD head office, SW19 1JQ on 8 September 2010.
• The CIPD People Management Awards were launched in 1995 and are designed to celebrate and recognise excellence in the field of people management and development. The Awards recognise organisations that have managed positive changes through the effective implementation of innovative practice and is a joint venture between the CIPD and People Management magazine.

Source: CIPD

New training facility in Manchester

R-Com Consulting launches new training facility in Manchester

R-Com Consulting, a business partner of IBM and VMware, has opened a new training facility for their customers in Manchester. The Manchester training facility opens on 19 July and features four classrooms for scheduled training courses. The opening signals an expansion in the specialised information technology training programmes offered by R-Com Consulting as well as an increased demand in the north of the U.K., particularly Manchester, for course facilities.

The new training centre facilities are located on the ground floor of Manchester Business Park, a four-storey landmark building opposite Manchester Airport. The training centre offers delegates the use of state-of-the art facilities including fully equipped training rooms, 24-hour secure access parking, 24/7 internet access and more.

"Manchester is an important area for us, and the opening of this facility will enable us to enhance our service to customers in that area as well as expand our core course offerings. Furthermore, the great location of this facility makes it far easier for customers to gain access to a wide range of courses around data storage, network security, enterprise software and virtualisation technologies, as training support helps businesses gain the essential underlying knowledge required in order to get maximum return on their purchases," said Ayaz Rathore, Director of R-Com Consulting.

R-Com Consulting has more than 15 years of experience with IBM Software offerings and is VMware Certified. Their dedicated teams of certified software account executives, solution architects, product specialists and software consultants have all the expertise and experience to ensure our customers get the right solutions for their unique business environment and achieve maximum return on their software investment.

Source R-Com Consulting