Disciplining staff is one of the key rights, and one of the key methods a manager has of effecting control of unacceptable behaviour. This right must however be used only when other management systems have failed.
Competitive advantage is where a firm enjoys lower costs or greater sales than competitors. This paper builds an argument for a set of HR practices that form the basis of the psychological contract, the set of expectations that both employee and employer hold.
The UK is suffering a massive skills and labour shortage. Whilst we hear a lot about the NHS, any manager in a technology-centric business will tell a similar story – we simply have too few engineers and scientists. Employing overseas workers can help. This article discusses how you apply for a visa sponsorship licence.
Managers can find it extremely attractive to ‘employ’ foreign staff resident abroad. Engaging workers in foreign countries is complex. In many cases it is better to trade at arms length through business to business agreements, paying against invoice. But that won't suit many firms, particularly where they have constraining upstream contracts. They must employ workers locally. Here are all the issues.
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 development.
The crux of an article in The Guardian is that the woman author, a journalist, has found out that a man who reports to her and whose work she manages, is paid £20k a year more than her. She feels that she has been treated unfairly and that she should have held out for more when she negotiated her salary. And she describes how her emotional response has transitioned through the five stages of grief. Here we discuss the issues and ask, "Is £20k difference discrimination of just reasonable?"
Around 80% of UK managers are untrained in people-management. Just think about the improvement in your organisation's lot if it were the other way. We offer a nine-month programme covering hiring, managing and developing people in 18 webinars and 3 workshops. It's for managers who want the Level 7 knowledge and skills without the assessment from formal courses. And it's completely free of charge. Can you think of managers in your own firm who don’t have the skills and knowledge to effectively manage people?