Wednesday, 12 December 2012

ABI says that UK boards making progress in Diversity and Evaluation

The ABI - Association of British Insurers today issued a press release saying that  UK boardrooms are making clear progress on diversity and the use of external evaluation but need to do more on disclosing their approach to succession planning according to the "ABI’s report on Board Effectiveness" published today (12-12-12).

The ABI’s 2012 report on Board Effectiveness sets out progress and highlights best practice in diversity, succession planning and the use of external evaluation, one year on from its first report on board effectiveness. It also includes a review of the role of the chairman.

Based on ABI analysis of FTSE 350 annual reports, key findings show that:

• Board diversity is improving: 26% of FTSE 100 and 31% of FTSE 250 board appointments were women, in the year to 30th November 2012, compared to 19% and 12% respectively in the last report. On succession planning, 80% of FTSE 100 and 50% of FTSE 250 chief executive officers appointed in the year to September 2012 were internal appointments.

• Based on a survey of FTSE 350 company secretaries, the use of external evaluation of board effectiveness is increasing: 44% of FTSE 100 and 30% of FTSE 250 companies conducted external evaluation. This is up from 31% and 17% respectively in the previous year.

The main recommendations in the report to improve shareholder engagement on these important issues are:
- Companies should disclose steps they are taking to promote boardroom diversity.

- Companies need to show more meaningful disclosures on their approach to succession planning

- External board evaluations should be carried out by an independent party with no conflict of interest

The report also explores the role of the chairman. Based on interviews with a selection of FTSE 350 chairman, there was consensus on the key components of the Chairman’s role in:

- Creating the right board dynamic and composition, setting the agenda, managing the board’s relationship with the executives and acting as an ambassador for the company.

It was also agreed that Chairmen should outline in the annual report their role in creating an effective board and how it has been set up to respond to any challenges the company faces.

Commenting on the report at the ABI’s Investment Conference today, ABI Director General Otto Thoresen said: “In a year dominated by a focus on executive pay, it is important to remember that companies do not fail because their pay structure is wrong, but because of ineffective boards and failures of strategy development and execution. Our report provides a comprehensive analysis of what makes an effective board, drawing out examples of where progress has been made, such as board diversity, and where improvements are needed. It aims to provide guidance to help companies engage more effectively with their shareholders.”

Richard Reid, Chairman of KPMG in London, which is partnering with the ABI at today’s Investment Conference said: “Getting the dynamics of a board right and ensuring that it plays an effective role in supporting the success of the organisation is not limited to pursuing and recruiting a ‘dream team’ of board members. It is to ensure that the maximum value is derived from the wealth of talent that the board represents, and to achieve a unitary sense of purpose.

“The board has to set the tone at the top, the ethos and support the CEO to leading the organisation, drive and promote its ambitions, cultures, values and behaviours, as well as take a leading role to protect it from risk and safeguard and promote the interests of shareholders and long-term success of the company.”


Monday, 22 October 2012

Baroness Onora O’Neill of Bengarve appointed as chair of the Equality and Human Rights Commission

Leading academic Baroness Onora O’Neill of Bengarve has today been appointed Chair of the Equality and Human Rights Commission (EHRC).

Baroness O’Neill, a cross-bench peer in the House of Lords and Honorary Professor at the University of Cambridge, will lead the organisation through a period of change as it is streamlined to provide better value for money and a stronger focus on core functions.

Culture Secretary and Equalities Minister Maria Miller made the appointment following a competitive recruitment process and a pre-appointment scrutiny hearing by Parliament's Joint Committee of Human Rights earlier this week which concluded she was a suitable candidate.

“Baroness O’Neill is an inspiring woman with the skills needed to provide the strong leadership necessary to steer the EHRC through this crucial period,” Ms Miller said.“I look forward to seeing her progress as the EHRC is transformed into a valued and respected national institution that will continue to help deliver a free and fair society for everyone.”

Baroness O’Neill said she was “delighted” to take up the role. “The work of the commission is vital to our society and it is important it continues to promote fairness, challenge unacceptable inequalities and monitor progress in reducing them,” she added. “I intend to ensure the EHRC continues to strive towards excellence.”

The Government announced a number of reforms to the EHRC earlier this year, including the appointment of a new chair and a smaller board with stronger business and governance skills.

The EHRC said"The Equality and Human Rights Commission today welcomed the appointment of Baroness Onora O’Neill of Bengarve as the Commission’s new Chair."

Mark Hammond, Chief Executive of the Equality and Human Rights Commission said:

“This is a challenging but very exciting time for the Commission and Baroness O’Neill’s appointment is a crucial step in the next phase of the Commission’s life. The Commission has been responsible for a significant number of achievements including ground breaking legal cases and inquiries and we are all looking forward to working with Baroness O’Neill to build on these successes.

“Her knowledge of human rights and equality coupled with her experience as Chair of other organisations will help the Commission continue the improvements we have made to the way we work and the positive impact we have on equality and human rights for everyone.”

Baroness Onora O’Neill said:

“I am delighted to be appointed as the new Chair of the Equality and Human Rights Commission and am looking forward to starting work.

“The work of the Commission is vital to our society and it is important it continues to promote fairness, challenge unacceptable inequalities and monitor progress in reducing them. I intend to ensure the EHRC continues to strive towards excellence as an effective and trusted source of expertise that delivers real value.” Source: Department Culture & Sport & Equalities & Human Rights Commission.    Are you compliant withThe Equality Act 2010? Need more information on Equalities?,Visit our specialist section on the jml Training website Here

Law Society says Removing provisions from the Equality Act will not help employers

The Law Society issued a press release last week - "Removing provisions from the Equality Act will not help employers"

They warned that removing certain provisions from the Equality Act will not help employers. The warning comes after the government published a series of amendments to the Enterprise and Regulatory Reform Bill this week.

The amendments, to be considered in the report stage of the bill, abolish the Equality Act provisions on third party harassment (which make an employer liable for failing to act where their employee has been harassed by a third party) and the use of claimant questionnaires in discrimination claims.

The Law Society has highlighted the fact that these provisions can in fact be beneficial to employers as well as employees.

Under section 40 of the Equality Act an employer is not held responsible for the third party's actions in themselves, but for failing to act where they have been told of the harassment; when it has happened on at least two previous occasions; and where the employer has not taken such steps as would have been reasonably practicable to prevent the harassment.

'Harassment is unacceptable in any workplace,' says chair of the Law Society Employment Law Committee Angharad Harris. 'The benefit of the third party harassment provision was that it has encouraged best practice amongst employers and this in turn helps to reduce potential incidents of harassment at work.'

'The questionnaire procedure can also help employers because it encourages an employee to ask all of their questions at once, rather than through a series of informal questions which make it harder for an employer than if they had been raised all at once.

'Questionnaires also discourage those cases that have no merit.'

The Law Society says that business concerns could have been addressed through better guidance on how to deal with third party harassment and how to answer questionnaires.

Angharad Harris then added: 'Most employers want to do the right thing, and want clear advice to understand how employment law affects them.'

When in doubt, the Law Society advises employers to get in touch with their local solicitor.

Notes about this Law Society News Release:

Earlier this year, the government consulted on the removal of section 40 (third party harassment provision) recommendations and section 138 (the obtaining information provision) of the Equality Act 2010.
The purpose of section 40 is to make an employer liable for failing to act when an employee has been harassed by a third party.

Questionnaire procedures allow an employee to question someone they feel has been discriminating against them before deciding whether or not to launch proceedings. If the person being questioned refuses to answer or answers in a tricky way, an employment tribunal is able to exercise a wide discretion in deciding, ‘as a matter of evidence, what to make of the way in which the respondent has or has not replied to the questionnaire.'

Are you compliant withThe Equality Act 2010? Need more information then visit our specialist section on the jml Training website Here

Thursday, 18 October 2012

Latest jml Training Newsletter is now out

The latest jml Training newsletter is now out.

The October 2012 newsletter entitled Developing Powerful Teams will Give You a  Competitive Edge - Reap the benefits of a positive work culture as teams increase their creativity, learning and productivity.

It’s tough for leaders and managers right now as the economic constraints continue to bite and companies and organisations need to get a greater return from every person in their teams. Now more than ever, companies and organisations need to invest in team capability.

Read on by following this link

Association for Coaching launches new website

Just recieved an email informing us that AC Launches its new website!

The new site, found on the existing url at, offers a number of enhanced features and benefits which include:

Much richer content, including ACTV with a number of high quality films, podcasts, and video footage.

Keep updated through the News Flash and In the Press sections.

Member log in, where members can access and update their own information and directory profile.

Easier navigation and enhanced search functionality, including searching on first, last and both names, location and double criteria.

'Member Spotlight', 'Coaching Tips & Insights', and links to the AC's twitter, linked-in and facebook social media pages.

An updated Publications section, which includes archives of both new and past coaching related Articles and Research.

Content rich articles and research specifically focused around buyers of coaching, and coaching within organisations.

Improved 'AC Directory', to more readily Find a Coach, Organisational Member, AC Accredited Coach, Coach Supervisor, or AC Recognised Course.

jml Training and Consultancy are Organisational Members of the Association for Coaching

If you are looking for coaching services Contact us here

18th October 2012 - New release from jml Training - Constant Changes in Organisations having Negative Impact on Performance

Employees are feeling vulnerable and demotivated as organisational changes continue to bite.

Low morale and job uncertainty amongst employees is more and more evident, and a review of recent findings indicates that organisational changes are frequently leaving teams and individuals feeling bruised, less trusting of their managers and less engaged.

Find out all by following the link below

Wednesday, 10 October 2012

Coaching is highly important in today’s business market

Last week the International Coach Federation (ICF)Conference held their annual conference in London.

According to their press release it was sold out with nearly 1,000 coaches gathering for the coaching industry’s premier Annual International Conference.

These Professional coaches from more than 55 countries were there for three days of accredited education, networking, collaboration, and celebration during the International Coach Federation’s 17th Annual International Conference.

Speakers from more than a dozen countries were scheduled including three diverse Mega Catalysts (keynotes): an inspirational businesswoman who’s known as Britain’s “most colorful charity leader” Camila Batmanghelidjh; renowned vulnerability researcher and accomplished author Brené Brown; and poet and organizational development expert David Whyte.

Unfortunately, Gráinne Suter Director of jml Training and Consultancy who is a very experienced coach and a member of the International Coaching Federation was unable to attend the conference due to work commitments. jml Training & Consultancy are also an Organisational Member of The Association for Coaching

Increasingly more and more people are seeking one to one coaching at different stages in their careers. Some people use coaching to help them address challenges in their work. Others because they feel they are not accomplishing all they are capable of, or wish to feel more confident in their work role.

jml Training has been offering coaching to organizations and individual now many years now.

Recently a client emailed us with some feedback on coaching which was part of a Leadership Development Programme that this person had been undertaking. “Just wanted to say thanks for today and the rest of the course. Whilst at times throughout the course I think I've not been in the "right place" to fully engage with it, today brought home to me some of the fantastic things I've learnt and developed over the course of the training. It has also made me realise that I'm actually pretty good at doing this job, despite it being a "tough gig"!!
Still think that the stuff we discussed in my last coaching might be a future direction for me at some point, but I've come away today feeling a lot more enthusiastic about my current role and some things I'm going to try with my seniors, team and line manager to try to continue to improve things here”

Apart from providing coaching services to organisations, jml Training also offers “Interview Coaching”. This is ideal for “First job, students interviewing for university places or just want to brush up on rusty interview skills to get a new job”
Comment from client in 2011 "Hi Grainne I thought you would like to know that I was successful in my interview for .......I wanted to say thank you so much for the support that you gave me during our sessions. I absolutely know it contributed to my success. take care"

To find out more about Coaching services from jml Training Follow this link

Tuesday, 9 October 2012

Stress-related absence appears to be on the increase according to survey

The CIPD  / Chartered Institute of Personnel and Development issue a press release this morning saying that   Fall in absence levels could be masking deeper problems in the workplace.

As average employee absence falls by almost a day, levels of presenteeism, stress and mental health problems in the workplace rise, finds CIPD/Simplyhealth Absence survey.

The average level of employee absence has fallen compared with last year from 7.7 days to 6.8 per employee per year, according to this year's Chartered Institute of Personnel and Development (CIPD)/Simplyhealth Absence Management survey.

However, the fall in absence levels coincides with almost a third of employers reporting an increase in the number of people going into work ill. The threat of redundancies and concerns over job security are shown to contribute to such 'presenteeism', with organisations that are expecting to make redundancies in the next six months more likely to report an increase in employees going into work when unwell, than employers that are not expecting to cut jobs.

Stress-related absence also appears to be on the increase, with two-fifths of employers (40%) reporting a rise over the past year and only one in ten (10%) reporting that the problem had decreased. Stress continues to feature as the most common cause of long-term absence, for the second year running. The level of reported mental health problems, such as anxiety and depression, among employees is also on the increase. More than twice the number of employers reported an increase in mental health problems in 2012 than did in 2009 (2012: 44%; 2011: 39%; 2010: 38%; 2009: 21%).

According to the survey, organisations who have noted an increase in presenteeism over the past year are more likely to report an increase in stress-related absence over the same period (52% compared with 38% of those who did not report an increase in people coming in to work ill). Similarly, they are more likely to report an increase in mental health problems, such as anxiety and depression (62% compared with 35% of those who did not report an increase in people coming into work ill). The suggested link between presenteeism and both stress and mental health problems underlines the need for organisations to take pre-emptive action to address employees' concerns in times of challenge, uncertainty and change.

Commenting on the survey findings, Dr Jill Miller, Research Adviser at CIPD says: "On the face of it, the findings from this year's survey present some positive news. But we must air caution before celebrating lower absence levels because they may be masking deeper problems in the workplace. This year sees a continued increase in presenteeism which can have a damaging effect on organisations' productivity. Not only can illnesses be passed on to other colleagues, but ill employees are likely to work less effectively than usual, may be more prone to making costly mistakes and take longer to recover from their illnesses.

"Continuing economic uncertainty and fears over job security appears to be taking its toll on employees. We are seeing employees struggling into work to demonstrate their commitment, suggesting presenteeism can be a sign of anxiety. Failing to address employees' concerns is likely to confound the issue, impact on morale and commitment and may cause or exacerbate stress or mental health problems.

"We urge employers to examine whether lower absence levels within their own organisations are as a result of more effective absence management or if they reflect the negative impact of presenteeism. Overall a proactive approach to supporting employee wellbeing and managing absence, which includes training managers in how to manage people effectively and early access to occupational health services, remains critical for success."

Helen Dickinson, People Director, Simplyhealth, says: "It's fair to say that the double dip recession is having an impact on business health as well as employee wellbeing, with this years survey showing a clear rise in presenteeism. The link between presenteeism and job insecurity is unsurprising. Increasing workloads coupled with worries about job security and financial challenges could be a contributory factor to stress and mental health issues being highlighted as two of the most common causes of long term absence in the workplace.

"Last year saw stress become the number one cause of workplace absence for the first time, and that trend has continued this year. In contrast, it's good to see well-being strategies increasing amongst businesses, with the survey showing 55% of organisations now have one in place compared to only 30% in 2008. This means that there is focus on doing what's best for employees and improving business health. The vital role of line managers within wellbeing strategies cannot be disputed. Early detection of health issues and ensuring the correct support is in place helps people with health problems stay in or return to work."

Other findings of the survey include:

Decreases in absence levels are most stark in public sector services, falling to their lowest level in ten years, with a figure of 7.9 days per employee per year. This compares to 5.7 days for workers in the private services industry, where absence levels have also fallen since 2011.

Stress is currently the most common cause of long-term absence for non-manual workers (30%) and the joint top cause for manual workers (21%).

Identifying the main causes of stress at-work, the survey revealed that workload is an increasing problem, with 57% of organisations listing it in the top three most common causes, compared to 48% in 2011. Employers also listed considerable organisational change/restructuring (31%) and management style (36%) as top causes for stress, suggesting that employers could be doing more to reduce stress in the workplace.

The survey also found that despite the increasing problem of stress, almost of a third (31%) of respondents report that their organisations are not doing anything to reduce it.

The proportion of organisations with an employee well-being strategy (or similar) has continued to increase with 55% of respondents reporting one was in place, compared to 46% in 2010 and 2011 and 33% in 2009.

Organisations that evaluate their well-being spend are significantly more likely to have increased their spend this year (44% compared with 16%) and are more likely to predict it will increase in 2013. This confirms findings from previous years and appears to imply that evaluations of well-being spend generally conclude that investing in employees' well-being is worthwhile.  Source CIPD Press Department

At jml Training and Consultancy we appreciate that pressure is a part of everyday life. This can be positive when the pressure is a source of stimulation and creativity or negative when it becomes a source of worry or tension. If people experience an inappropriate amount of negative pressures over a period of time they will become stressed.

We can help you to manage stress in your organisation. We offer a range of practical interventions that will help you achieve a culture in your organisation that embraces the work-life balance.

Stress Audits - We can help you to assess the current causes of stress, problem areas and who might be at risk.

Stress Policy - We can advise on the development of a stress policy tailored to your organisation's needs.

Implementing a Stress Policy - We can identify ways to help you implement the changes, identified in the stress policy, to achieve successful work-life balance.

For more information take a look at our specialist "Managing Stress in Your Organisation" page at the jml Training Website Here 

Monday, 6 August 2012

Professional and Personal Development Training

We are now entering week two of the 2012 Olympic Games. In another weeks time this great event will be finally over and people will be focusing on their own Professional and Personal Development Training.

At  jml Training and Consultancy we are fully aware that "Top sportsmen and women recognise the need to keep their skills finely tuned through training and coaching. In business the same principle applies."

We developed a page on our website to illustrate that "Managers, who keep their skills up to date and monitor their progress, are the ones who get ahead".

A selection of in house training courses that we offer are included in this catergory including:

Leadership Skills and Team Building
Training and Coaching Skills
Effective Communication Skills
Assertiveness Skills
Customer Service
Stress Management 
Time Management
Interviewing Skills
Managing Difficult People
Diversity Management
Appraisal Skills ......& a lot more.....

Make your organisation a winning team and find out more about jml Training and Consultancy by visiting our website here

In the meantime enjoy the final days of London 2012, There has never been a better time to invest in your organisation's future than investing in training now.

Tuesday, 19 June 2012

Coaching will help your business achieve its ambition and potential in today’s competitive market

The latest jml Training and Consultancy Newsletter has just been published and is available on a link from the jml Training website.

It is also being mailed out to a number of organisations. This newsletters has a focus on Coaching.

According to Simon Walker, Director General of the Institute of Directors (IoD) in a the Department for Business, Innovation and Skills Press Release on the 24th May “Coaching can be a great boost to a business in these tough economic times”

Coaching is widely recognised by organisations as a challenging but very effective way of developing their people to perform at consistently high levels

Find out more about Coaching Services from jml Training Here

Read the June jml Training Newsletter in full Here

Wednesday, 6 June 2012

The number of Women (or lack of them) on FTSE 350 company boards focused on again

The Equality and Human Rights Commission said before the Jubilee Bank Holiday that The appointment of women to FTSE 350-listed non-executive director roles is being held back by selection processes which ultimately favour candidates with similar characteristics to existing male-dominated board members according to their report that they released on the 28th May 2012.

In their news release entitled "Headhunters and chairmen encouraged to do more to increase female non-execs on FTSE boards" the EHRC went on to say "The report, produced by Cranfield School of Management for the Equality and Human Rights Commission, is the first in-depth study into the appointment process to corporate boards and the role of executive search firms. It follows the recent Davies Review which called upon executive search firms to take on a more active role in increasing gender diversity on FTSE boards.

The report reveals that many chairmen and search firms recognise that gender diversity should be increased at board level. Search firms have introduced a voluntary code of conduct and had some success at getting more women on long lists. But when it comes to short-listing and appointing, successful candidates tend to be those who are perceived as ‘fitting in’ with the values, norms and behaviours of existing board members, who are largely men.

Interviews with senior consultants at 10 leading executive search firms in London, all signatories to the voluntary search code, reveal that search firms are beginning to challenge chairmen and nomination committees when defining briefs. In particular, this includes giving more importance to underlying competencies than their ‘fit’ with existing board members.

The research shows how selection of candidates based on ‘fit’ and previous board experience, rather than competencies, is self-perpetuating. It works against women who have had fewer opportunities to gain previous board level experience and limits the ability of chairmen to broaden the range of skills and experience of their boards.

As well as identifying examples of good practice at executive search firms, the report concludes that a more transparent, professional and rigorous approach to the selection process would allow chairmen and search agencies to appoint more female candidates and encourage more women to consider applying for roles as non-execs."

Dr Elena Doldor, Senior Research Fellow from the Cranfield International Centre for Women Leaders and lead author of the report commented: “Our research shows that ESFs are more willing to play a part in increasing board diversity and we identified a number of good practices in the sector. However, we noticed that search firms tend to focus their diversity initiatives on the first stages of the appointment process. In the later stages of the process, which entails short listing and interviewing, there needs to be more effort from headhunters and chairmen to ensure that selection practices remain inclusive. It is at these later stages of the process that the focus appears to inadvertently shift from candidates’ actual competencies to the slippery notion of ‘fit’. Despite increased awareness of the need to diversify boards, there are still ‘default preferences’ for candidates with certain backgrounds.”

Baroness Prosser, deputy chair of the Equality and Human Rights Commission said: “Research shows that diverse boards produce better performance. Many companies recognise this. We commissioned this report to support their efforts to improve the representation of women at board level. However, the often subjective way of making appointments ends up replicating existing boards rather than bringing in talented women who could bring real benefits to individual company performance and ultimately help Britain’s economic recovery.”

Helena Morrissey CBE, 30% Club Founder and CEO of Newton Investment Management said: “Over the past eighteen months the 30% Club has been pleased to see evidence of considerable progress towards better balanced UK boardrooms. Today's report suggests that more remains to be done around the recruitment process to further widen the choice of boardroom candidates, and as a result we expect the spotlight on this aspect of the issue to further add to the momentum for change."

The report revealed a lack of consensus among search firms when it came to what qualities are sought in board candidates beyond their experience. This lack of clarity leaves room for shifting criteria and subjective judgement in the appointment process.

Whilst the research revealed good practice amongst certain ESFs, it also revealed a lack of consensus with regards to the appointment process. To tackle this, the report makes recommendations including:

as intermediaries in the executive labour market, executive search firms need to set clear definitions as to what is sought from board candidates, beyond their experience.

executive search firms, chairmen and nomination committees need to review the interview process to make it more transparent, rigorous and professional.

executive search firms need to invest more time into developing relationships with women in the pipeline who could become executive or non-executive directors later in their careers.

executive search firms need to carry out regular reviews of the effectiveness of the voluntary code of conduct.

The Report itself can be downloaded here
Source EHRC
Is your organisation looking for Equalities and Diversity Training Services? If it is jml Training offer "in house" training. Unfortuntately they do not operate "open courses", but most organisations will be large enough for an in house course.  Find out more Here

Thursday, 26 April 2012

Employers clinging to outdated methods of training says survey

A new survey from the Chartered Institute of Personnel and Development (CIPD)  has found that Britain's employers rely on outdated methods and techniques to provide training to their staff.

The CIPD/Cornerstone OnDemand Learning and Talent Development Survey 2012, found that traditional methods of workplace learning are considered amongst the least effective ways to up-skill employees - but still dominate many L&D programmes. When asked to choose the most effective ways of delivering training, just 16 per cent of learning and talent development professionals opted for "formal education courses", and the same number for "coaching by external practitioners". Only 11 per cent pointed to "e-learning". Yet despite doubts about its effectiveness, less than a fifth (17 per cent) of the report's respondents plan to reduce their reliance on "classroom and trainer-led instruction" over the next two years.

When asked what methods are most likely to work, most learning and development professionals pointed towards training that is integrated into the normal course of their jobs. Half of respondents (52 per cent) responded that "in-house development programmes" were amongst the most effective ways of delivering training, while almost as many (46 per cent) cited "coaching by line managers". Two-fifths (39 per cent) pointed towards "on-the-job training".

Dr John McGurk, Learning and Talent Development Adviser at CIPD, comments:

"Many of the learning approaches used by organisations are legacies of a learning environment where the classroom, courses and 'sheep-dip' learning were the order of the day. However in today's environment, the skills of continuous collaborative and connective learning are paramount. Even compliance learning and advanced skills learning needs to be re-thought with the advent of gaming and simulation. We need to take into account how generations learn and share knowledge and we need to understand anew the process of learning and knowledge.

We need to lift our awareness of the emerging science on learning and in some cases we need to slaughter some of the sacred cows which have informed practice. Quick evaluation will become even more critical in this environment as will a fusion of coaching, leadership and change management. L&TD professionals need to lead the debate, and need to take a different perspective calling on their own resourcefulness and creativity to push learning in new directions."

Vincent Belliveau, General Manager EMEA, Cornerstone OnDemand comments:

"When it comes to investing in L&D, it's critical that organisations understand their people and the learning approaches that suit them best to meet their needs. By doing so, they'll get the best return on investment as employees will be more engaged in the learning and transfer the skills into their day-to-day activities, which will ultimately support the business and its bottom line.
"It's vital that organisations don't take a 'training for trainings sake' attitude but instead adopt approaches which are known to be effective ways of delivering training. It's also important that this investment can be measured, so that they can align training with business objectives. The effects of a well thought-out learning strategy can be widely felt throughout an organisation, with employee engagement, job satisfaction and retention benefiting."

Further findings from the survey:

• A third of public sector organisations anticipate greater use of e-learning across the organisation over the next two years, compared with a fifth of other organisations.

• Fewer organisations than last year report they undertake talent management activities. In two-fifths of organisations, talent management activities cover all or most employees, but most focus on high-potential employees and senior managers.

• Two-fifths of organisations report that innovation and creativity are critical to their organisation and that everyone is involved.

• Half of organisations report that their economic circumstances have declined in the past twelve months, rising to three-quarters in the public sector.

• The median annual training budget per employee was £276, less than last year's figure of £350. The median number of training hours employees receive per year was 24, again a reduction on last year.

Source CIPD April 2012 - So why not open up your training to outside specialists like jml Training and Consultance. Here you can have tailor made in house Management Development Programmes and Excecutive coaching carried out be very experienced coaches bring new ideas to your organisation.

The UK's economic problems are not going away following Government announcement yesterday of the country returning to recession, so an employer need to be at the top of the market place in efficiency whether they opearate in the private or public sectorsFind out more about jml Training operating in the UK and Overseas Here  

Friday, 20 April 2012

Women aged over 50 defy jobs recession so make sure they are well trained

The Chartered Institute of Personnel and Development (CIPD) issued a press release a couple of days ago "'Madonna generation' of women aged over 50 defy jobs recession"

The organisation said that In its latest Work Audit report, published on the 18th April 2012, the Chartered Institute of Personnel and Development (CIPD) looks at how the jobs recession that began in 2008 has affected men and women across the age spectrum:
The report Age, gender and the jobs recession, which is based on official statistics from the Labour Force Survey, finds:

• There are 271,000 (8%) more women aged 50-64 in the labour market than at the start of the recession and 200,000 (6.2%) more in work. The number of men in this age group in employment has risen by only 3,000.

• Women aged 50-64, and men and women aged 65 and over are the only age groups to have registered an increase in both the number in work and employment rates since the start of the jobs recession and have also registered the smallest increases in unemployment.

• People aged 25-34 are the only other age group to see a rise in employment over the course of the jobs recession, with the number in work increasing by 249,000 (4%), much of the increase likely to be due to inward migration.

• Across all age groups there are 387,000 fewer men in work (a net fall of 2.4%) than in the first quarter of 2008. By contrast the number of women in work is only 8,000 (0.05%) lower.

• Although the number of unemployed women has increased by almost half a million, to reach a record level of 1.12 million, this is not primarily due to fewer jobs for women but instead to a relatively large rise (of 438,000) in the number of women participating in the labour market. Even accounting for this, the gender unemployment gap (i.e. the difference between the male and female unemployment rate) has increased from 0.8 percentage points to 1.3 percentage points.

• The relatively stronger employment outcome for women is mainly the result of a substantial rise of 172,000 (16.3%) in the number of women in self-employment. The number of women working full time as employees has fallen by 220,000 (3%), partly offset by a small rise in part-time employment (up 44,000 or 0.9%).

• Women have seen relatively strong net employment growth in managerial, professional and technical occupations but have done much less well in traditionally feminised occupations. The number of women in administrative, secretarial, sales and customer services roles has fallen by almost 400,000 since the start of the recession. Somewhat surprisingly, the number of men performing this kind of semi-skilled white collar work has increased, the net fall in male employment resulting from substantial job loss in skilled and semi-skilled blue collar occupations - skilled trades and plant, process and machine operation - and unskilled work.

• The older people get the more likely it is that they will remain out of work for longer when unemployed, although long-term unemployment rates have increased more for younger than older people since the start of the jobs recession. Men have much higher rates of long-term unemployment than women in every age group although the share of women who are long-term unemployed has increased in all age groups.

Dr John Philpott, Chief Economic Adviser at the CIPD, comments:

"When it comes to work, older people have clearly fared better than young people during the jobs recession. But what's also clear is that older women have done best of all. While a combination of population ageing and fewer people wanting to retire early, either for financial reasons or because of a broader desire to prolong their working lives, is boosting the older workforce, it is older women that are getting most of the available jobs. Just why this is happening requires further examination, though with the modern generation of 50 something women more likely to view Madonna than Grandma Grey as a role model, the economically active older woman is well on course to be ever more prominent in British workplaces in the coming years.

"However, the relatively good outcome for older women during the recession is no cause for complacency about the need to continually stress the business case for an even more age diverse workforce as the economy starts to recover, especially with so much public policy action understandably focused on cutting youth unemployment.

Simplistic talk about older people staying in jobs at the expense of the young must not be allowed to put a brake on progress toward nudging employers to do even better in coping with demographic change. An ageing workforce presents both challenges and opportunities for employers, who at some point in the not too distant future will struggle to fill vacancies unless they recruit and retain older workers, women and men, in even far greater numbers.

"While policy measures such as the removal of the Default Retirement Age in October 2011 are helping to maintain progress, lingering opposition to that positive move demonstrates just how difficult it can be to change the business mindset.

It's vital therefore that the relative fortunes of old and young people during the jobs recession is used to stimulate discussion about how best to improve employment prospects overall, so as to avoid pointless and unnecessary talk of an 'intergenerational jobs war.' This is precisely why the CIPD recently published guidance, Managing a healthy ageing workforce, which helps organisations to respond appropriately to the ageing workforce in order to gain competitive advantage in terms of recruiting and retaining talent and supporting the well-being and engagement of employees of all ages." Source CIPD

As an employer you need to ensure that ALL your workforce is kept up to date with it's management training. This applies to men and women of all age groups.

A well trained employee will be more productive and training therefore pays for itself.

jml Training and Consultancy offer a very comprehensive selection of “in-house” quality courses that are tailor made to your organisation’s requirements. Simply follow this link to find out more about jml Training Here

Thursday, 8 March 2012

It is International Women's day today are you looking for training for women?

It is March 8th again and International Women's Day.

This is to remind you that at jml-Training and Consultancy we offer a range of  "in house" courses for your company / organisation designed for women.

We have been providing these tailor made courses for a number of years now and deal with  Coaching for Women - Women's Management Development Programme - Confident Communication for Women.

We also offer courses on Equal Opportunities and Diversity jml-Training and Consultancy does not offer "open courses".

If you would like further information any of  jml-Training and Consultancy's management training courses please visit the "Training Courses index here"

Isn’t it time that you arranged your 2012 training programmes for your organisation?

Tuesday, 28 February 2012

Effective Leadership Training Reminder

Effective Leadership in any organisation is vitally important in today's working environment.

The CIPD has issued a press release today -
"Effective leadership key to successful business, highlights learning and development event"

The dynamic behaviours needed to secure capable, inspiring leaders for the future will be showcased at this year's Chartered Institute of Personnel and Development (CIPD) learning and development event, HRD 2012. With the recovery of the UK economy in part reliant on the growth of small and medium sized organisations, good quality, innovative leadership has never been more valuable.

The conference will offer delegates practical, best practice guidance and techniques for development in their organisations, along with the latest insights into leadership development. Expert speakers will include: British Gas, Cancer Research UK, ASDA, Mars Inc, Tesco, The Army, and Mercedes-Benz, among others.

Highlight sessions include:

• C2: Identifying and Improving your Leadership Capability and Capacity: Elizabeth Sideris, Executive Director of HR, Cancer Research UK, will explain how the organisation is better placed to be more effective in identifying and building a pipeline of emerging leaders. By focussing on individual assessment and leadership profiling they have developed a successful emerging leaders group.

• H2: Developing Leaders who are Fit for the Future: Becky Ivers, Director of OD at Premier Foods, will demonstrate its approach to development as a business investment rather than a cost, using a robust measurement of ROI. She will also highlight the importance of designing leadership development based on need and with interventions at the right level.

Vanessa Robinson, Head of HR Practice Development, CIPD, says: "Leadership is a constantly evolving discipline, which has a number of different areas for development. Some industries may place greater value on certain behaviours than others, with certain organisational cultures requiring different guidance and leadership. What is apparent across the board is the need for an agile, future focussed, skilled workforce, fit for the business today and with the capabilities the business will need tomorrow. Developing the right leadership at the top is the best way to ensure the right environment for sustainable organisation success."  (Source CIPD)

jml Training's Leadership and Management Development Programmes run over a period of several months,working with groups of participants to develop their potential as star managers. There is a  combination of training, coaching and feedback helps each participant identify a highly effective, personal management style. They learn new techniques, skills and strategies and most importantly, how to make them work in practice.

Now is the time to plan your training for the rest of the year and a successful business organisation in the private or public sector must have excellent leaders and when many employers have been cutting their staff it is so important that the workforce is properly managed so the organisation remains profitable.

To find out more about jml Training and Consultancy Leadership training follow this link