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Letters

By on May 12, 2021

first_img Previous Article Next Article LettersOn 20 Apr 2004 in Personnel Today Related posts:No related photos. Comments are closed. This week’s lettersExposing sexism is just one step on the road to equalityI am very grateful to Personnel Today for exposing the Sunday Times’ ad withthe title, ‘What turns businessmen on? Domination’ (News, 6 April). However, your own headline: ‘Sexist Sunday Times angers female readers’,obscures the fact that many men also found this advert offensive, andregistered complaints with the Advertising Standards Authority. Some might argue that the boast of being the ‘most read publication amongbusinessmen’ is simply a representation of the ‘facts’. Perhaps – butrepresentations can be self-perpetuating. The danger is, the more we depict the business world as being male-dominatedand white, the more this is unlikely to change (there is still only one femalechair on the FTSE 100 after 30 years of the Sex Discrimination Act, as well asa 25 per cent pay gap). In addition to rendering business women virtually invisible from thebusiness world, this advert’s use of aggressive language in conjunction withsexual innuendo is a very disturbing development. In a world where sexual harassment and bullying are sadly all toocommonplace, this is not only irresponsible, but profoundly sinister in itsperniciousness. Tess Finch-Lees Independent Global Diversity Specialist Meaningful feedback is the key to success I read with great interest your recent article on ‘Failing to manageperformance’ (News analysis, 2 March). Poor business planning is one of the reasons that performance managementsystems fail. Many companies ‘forget’ to link business objectives to theirperformance objectives and what people do on a daily basis. This is crazy –individual and organisational outputs are directly linked. Even when businessplanning takes place, HR representatives are often excluded from suchdiscussion. This makes no sense as a company’s employee base represents (onaverage) 70 per cent of its intangible assets, and therefore a significantproportion of its value. Employee motivation remains a top priority for companies, yet overridingevidence suggests that performance management systems are actually having theopposite effect. This is because the systems in place are far too complex. HRjargon is used instead of concise language. Individuals need a clearperformance management system that outlines achievable goals, and willtherefore be motivating. Technology is not the answer. Managers need to be properly trained in givingmeaningful feedback and setting and monitoring realistic and relevantperformance objectives if employee motivation is to be sustained. Ilana Album Senior consultant, Credos Better rewards are not enough for staff I was concerned to read the article ‘Management is key as pay gap keepsgrowing’ in your 6 April issue. It makes me wonder whether the Government and HR really is at the bidding ofthe ‘fat cats’. It is insulting to those in lower-paid jobs that as the pay gapwidens, companies think they can console them with a more sophisticatedapproach to ‘rewards’, such as work-life balance and better working conditions.It is an admirable gesture, but these ‘rewards’ do not pay the bills. Muchof the stress exhibited in the workplace results from financial or emotionalworries. Fiona Digby-Ovens Administrator, Management Development Women need to be better represented I fully support Jane Goodwin’s letter (23 March). Initially, I thought I wasbeing over-sensitive to the gender issue when I tutted with indignation at themale-dominated articles presented to the largely female HR community. This current issue follows the narrowly aligned race and gender norms ofprevious Personnel Today issues. None of the articles focus on workplaceachievements or innovations steered by women. I would like you to reflect upon whether or not Personnel Today has achievedan accurate and fair representation of the contribution of women in HR. Caroline Millar Details supplied Employment law is getting in the way Caterers fed up with new employment regulations are not alone. The SmallBusiness Council’s research published last week illustrates what a bluntinstrument employment legislation has become. The study, carried out by Opinion Leader Research, showed many businessesare striving to improve employment practices, but few attribute their successto legislation. In fact, few believed new regulations were a positive force,and many felt changes in legislation were having a negative impact on employeerelations. The bottom line is that small businesses have a low awareness of employmentregulations, and see complying with them as a low priority. I firmly believe there are a host of more effective measures thanlegislation to encourage good employment practices. As William Sargent,chairman of the Small Business Council, explained at the launch of theresearch: “Policy makers need to consider alternatives to regulation,because regulation does not always work.” Sarah Anderson Chair, Regulatory Interest Group of the Small Business Council PT website needs to get down to business I really enjoyed your fun quizzes on the website. I scored full points onemployment law and top marks for suitability for homeworking. Any chance ofmore similar quizzes, perhaps on a more serious note? Jane Morgan Details supplied Please check out www.personneltoday.com in the ‘Test Yourself’ series.This time we tackle ethics. Is experience really that more important? One of your flexible learning advertisers repeatedly feeds us the headline‘Experience is Everything.’ If that really is the case, why is the advert trying to sell me a CIPDqualification? Mumtaz Habibi Details supplied Time for CIPD to give cheaper alternatives I currently work as personnel officer for Europe’s largest pelagicprocessor, and I have been trying to find a suitable distance learning route togain the Chartered Institute of Personnel and Development (CIPD) qualification.I have more than six years’ experience in the role, along with othertraining courses, and have dealt with all areas of personnel and HR. Unfortunately, the CIPD enforces a necessity to attend workshops on themainland UK, and are not prepared to listen to individual circumstances. If I followed a distance learning route, which can be expensive anyway, thenthe cost of the course would rise by around £1,200 for each visit to a weekendworkshop. I think that the CIPD and training providers should start to recogniseindividual circumstances, and try to sound a little interested when consideringalternatives such as local testing centres. Can anyone help? Chris Manson Personnel officer, Shetland Catch Ltd Civil service job cuts are not the solution Having worked alongside civil servants, I do not believe that simply cuttingthe number of jobs will improve efficiency (News Analysis, 30 March). I believe the management styles are inefficient, and that there is a highproportion of lethargy among long-term employees who are happy to sit andproduce the minimum required. This is not measured or monitored by senior managers and creates a negativeimage for the rest of the civil servants. Details supplied last_img read more

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