There’s a very basic problem in SMEs concerning staff succession and promotion. It’s that there’s apparently nowhere to go – everyone is in a job and no one is about to move over to allow ‘promotion’ of those below. It’s ‘dead man’s shoes’. But it doesn't have to be so. Here's why not.
Career management in the SME has huge benefits in engendering commitment to the firm and engagement with the job. But top management must first commit to the concept. There are many approaches. Here's how.
Hiring an apprentice can be more daunting that hiring an experienced worker. Get it wrong and you’ve the management costs and hassle to correct your mistake. But get it right and you’ve have engaged a future high performer. But on what basis do you select your apprentice? The career decisiveness of a young person predicts how well he or she will perform in a job after apprenticeship.
This paper is about how the wider society in which a young person lives, is educated and works affects their career options, decisions and subsequent development. It considers how young people make decisions and what influences those decisions. It then describes the context of the wider society, drawing on sociology. In drawing conclusion this essay suggests that one cannot separate the individual and society in careers management and coaching.
We know that men and women must be paid equally for jobs of equal value so we can assume that pay discrimination is not the explanation for the recently reported gender pay gaps in most organisations. Our analysis suggests that the cause is something much, much deeper. Deep in society. And no amount of castigating employers will fix it. As a society, universally, women are paid less than men. And we have to fix the attitudes that cause this - in the family, schools and society as a whole.
UK firms cannot employ workers in other countries under UK law. Employment law and regulations are very different abroad. Firms wanting to employ staff abroad need to get specialist help. Here are some of the issues.