This article explores effective staff development showcasing a simple but effective competency framework model that can be used by any firm of any size and complexity to explore their competence gap. To understand competence gap you need to know what competencies you have now, what you need for the future, and how you are going to develop your people to bridge the gap.
Over the last year, you will have read many articles about GDPR. Many authors use scare tactics sell audit and other services to readers! Generally the reason why companies are panicking is because now, for the first time maybe, there’s legislation with teeth. Existing health & safety, privacy and employment law can substantially be ignored because unless a firm really transgresses, there’s little repercussion. And quality management is optional! GDPR can’t be ignored.
Management has the right to manage. But it has to behave reasonably and have good reason for its actions. This paper addresses the general question often asked: can management implement routine screening, testing or other surveillance of employees, their goods, information and health? It goes on to show how management should go about its introduction in cases where screening or surveillance is appropriate. [Originally published September 2013]
CSR is not a ‘bolt on’ to a firm but should be ‘part of the fabric’. This means that it should be embedded and viewed by all in the firm as part of day-to-day activities. Check out what your CSR statement might look like.
All managers want specific business outcomes like growth, profit, quality and safety. These in turn depend on operational outcomes, for example on enhanced productivity. Operational outcomes depend on the performance of all workers in the firm. Performance depends on worker competencies and motivation. And motivation is substantially under the managers’ control. Here's how this works.
Jobs are designed considering the needs of the firm. Ideally job design should be done in response to modelling of the operating model and the functions needed. Each job must have purpose and contribute to the intended business outcomes. Let’s get your staff motivated through the jobs they do! Here are some issues that TimelessTime will consider with you.
Recently we were asked if a person with specific health and safety responsibility, and identified by a firm as a Competent Person, needed a special section in their Terms and Conditions of Employment stating that they should ‘act without fear or favour’. What’s important is the delegated authority and status enabling them to carry out their role as required by management. Modification of employment documents is not needed.