Your free guide to the latest industrY trends and viewpoints

reedglobal.com/hr

insideHrmagazine

Give me colour!

CeOs say the lack of talent

is stifling expansion. Time for

HR to get creative?

issue elevenPLUSAre you a HR Entrepreneur?

And anyway, is this all about Human Resources or Resourceful Humans?

Diversity: The New Norm

Why law firm, eversheds, want people to feel they can be themselves at work.

Social Media Feedback

Could your next performance review be generated by a whole community?

2

insidehr

matt Castleeditor, insideHR

“The talent crisis is no longer a problem of the future. It is here and now and is threatening business growth and economic prosperity.”

This is how PwC starts its recent global report on the subject, before going on to explore how CeOs around the world are starting to take a more strategic view of their future workforces.

No longer, it seems, can they assume tomorrow’s talent be as freely available to them as today.

“To be successful HR has to be a true partner to the CeO – helping to shape the priorities and plans of the business,” the report authors continue. “How HR leaders take up this challenge may well determine whether their organisation will sink or swim in these turbulent times.” Take a look at our edited reviews on pages 4 and 5.

On page 6 we also touch upon further change within HR itself. Little more than a decade since one of the profession’s more senior roles – the Business Partner – surfaced, some of the latest thinking is that this position now needs to be replaced by that of HR entrepreneur. Whether this is a formal job title or simply a way of being more ‘business savvy’ as the CiPD likes to call it, remains to be seen.

But it does call into question what HR leaders and their teams should prioritise in their monday morning planning meeting.

A key priority right now for law firm, eversheds, is its ongoing commitment to diversity in the workplace. See what margot King, Head of Corporate Responsibility, Diversity and HR Projects has to say on page 7 and how the firm has recently won a National Business Award for its inclusive culture and work ethic.

elsewhere, take a look at the results of our new Salary Survey over-leaf and catch up on the next round of HR conferences and new publishing on the horizon.

We hope there is plenty to interest you in this issue of insideHR.

Best wishes

link, like, Follow us. @reed_Hr

TaLenT in a changing world

in the spotlight

INSIDEHr 2.0

how social media culture promises to put ‘community feedback’ into performance reviews.Michael Silverman

TeLL Me now (all of you!)

Do you find existing performance reviews to be a bit generic and sporadic? i know i do.

This is despite the fact that most organisations have taken technological advancements on-board (by moving from the traditional paper-based performance appraisal to online performance reviews).

But the basic premise behind them has remained the same – and there are several issues associated with this.

Despite new technology, one of the big problems is that performance reviews still tend to ask the same questions or assess the same competencies. There is also a lack of regularity because they are typically conducted on an annual or six-monthly basis.

in my view, this is where human intelligence is more important than technology.

Just think about it. even with all the applications, it’s still a big ask to expect one person to be an expert in reviewing performance, an excellent coach and a great communicator. Not only this, with the increasing emergence of agile and remote working – managers are spending far less time with their direct reports.

Where performance reviews are linked to reward, they can be particularly flawed by the simple fact that those in charge of the review (especially where the outcome is linked to bonus allocation) are only human and cannot be perfectly impartial. Traditional performance reviews are also ineffective in capturing employee behaviours that are difficult to quantify… such as teamwork, problem solving, creativity, self-discipline and initiative.

What’s more, those organisations that have established themselves in social networking sites such as Twitter, Linkedin or Yammer have still not explored the potential of these tools as a ‘new language of business.’ This is important because these collaborative approaches offer a means by which

employees can regularly rate, comment and make suggestions about their colleagues’ performance.

Groups rating individuals?! i can see why managers would regard this as potentially chaotic and a risk too far, but the idea that individual performance shouldn’t be rated by the group is starting to look out of date.

in society in general, community collaboration is emerging as an effective approach to providing feedback and exchanging knowledge and information. Just look at the group reviews on TripAdvisor or Amazon.

So what’s stopping HR from integrating social technologies (and culture) into performance reviews?

Yes, there are only a handful of companies that have started to explore these opportunities. But what they are finding is that not only can collaborative performance reviews be more engaging (employees can give and receive feedback from everyone including their managers) feedback can also be delivered in real-time and not several months later.

essentially, the integration of feedback from social technologies into performance reviews can make them more objective and can effectively reduce the demands on the manager.

What’s more, group feedback on individual performance can lead to better recognition of achievement on the ground.

in other words, employees are asked to nominate colleagues for recognition awards: for showing initiative, exerting discretionary effort, etc. This is where your mass-performance evaluation culture exists. Not with the line manager, but with everyone sitting next to the person in question.

For me, introducing HR 2.0 like this feeds more into human instinct than technology. Continuous feedback in this way also creates a culture where people start to think about where they can add the most value to their organisation.

Michael Silverman is a director at Silverman Research www.silvermanresearch.com

Published at the start of this year, new salary and market insight guides for a range of industry sectors suggest HR departments will be kept busy over the next 12 months.

in contrast to previous years, over three quarters of the working population (81%) now feels either stable or very stable in their current organisation, and up to half of workers are now actively job seeking.

Within the HR community itself, more than four out of five of respondents (89%) said they feel stable in their current organisation and 75% said they are secure or very secure in their current role.

As a result, compared to previous years, maintaining talent levels has started to rise up the agenda. Just over half (56%) of respondents with recruitment responsibility for HR professionals said they are concerned about losing talented individuals from their organisation. This is an increase on the 51% who voiced

the same view at the beginning of 2012, although still below the cross-sector average figure of 61% this year.

Whereas more stable working conditions will be welcomed by individuals where job security is their main priority, there is evidence that the lack of movement in the jobs markets is starting to have a less positive effect at an organisational level.

This is especially clear in the responses given to the question, “Are skills gaps having a negative impact on your organisation’s performance and growth potential?” For many, this is a much bigger issue now with two thirds (66%) agreeing they need to attract new talent – a 15% increase on the 51% who last year said skills gaps were having a negative impact.

With freezes on recruitment forcing many workers, including HR professionals, to sit tight so far, it will be interesting to see if the data supplied by these 1,500 employers and employees will accurately predict a thaw in the jobs markets this year.

Poised to Move?

link, like, Follow us. reed Human resources 3

the annual salary and Market guides are popular for many reasons, not least because they illustrate the average pay packet in hr

if your take-home pay is your key driver, it’s perhaps not surprising to learn you should head south. HR professionals in London are ahead of the pack by some margin, but those in the South east, the midlands and the South West are not too far behind.

As a region, the North is also a lucrative location (thanks to the m62 corridor, stretching as far west as Liverpool). Salaries in Scotland are also starting to debunk the idea of a North / South divide.

Wales and Northern ireland show the lowest start and end salary points, but with an average salary low of £18,000 and high of £79,000, there is still scope to build meaningful career progression.

For new recruits entering the profession, HR Officers and Advisers can expect to earn between £18,000 and £23,000 in the lowest paid areas.

At the top end of a successful career in HR, candidates applying for directorship posts in London-based Financial & Professional Services firms can command between £82,000 and £164,000.

Show you the money? As a profession, HR in the UK means you can multiply your starting salary x 10 (almost).

reedglobal.com/hr

the reed salary and market insight guides show why organisations will need skilled hr professionals in 2013

Join the

■ Engage with like-minded senior practitioners

■ Attend bi-monthly breakfast round-table sessions

■ Talk in a safe space to air issues and receive impartial, expert guidance

■ Share new, strategic thinking and tactics to maximise your HR effort

■ Gain access to a private online group that includes subject matter experts

■ Get quick support and poll reaction to your most important questions

For more information, contact Stuart Lindenfield on 020 7632 5782 and join our Linkedin group via the QR code.

NEW for ambitious,

inquisitive and proactive

Hr professionals.

show Me The Money

4

insidehr

in FoCus: ON THE JOB

FiLL the PiPeLine Talent crisis threatening business growth and economic prosperity say ceos

One in four CEOs say lack of the right talent has stopped them pursuing market opportunities. One in three CEOs are concerned that skills shortages have impacted innovation.

link, like, Follow us. @reed_Hr

An inability to recruit and keep the right people,

and a skills mismatch are hitting companies’ bottom

lines, according to a global PwC survey of CEOs.

A quarter of CeOs said they were unable to pursue a market opportunity or have had to cancel or delay a strategic initiative because of talent challenges. One in three said they were concerned that skills shortages will impact their company’s ability to innovate effectively.

PwC asked nearly 1300 CeOs in 60 countries about their priorities and how they’re preparing for the future. Talent emerged as one of the biggest issues facing the boardroom.

Neil Roden, Human Resources consulting partner at PwC said: “CeOs are facing a ‘talent crunch’, and it’s an issue keeping them awake at night. An inability to find and keep the right people is biting – CeOs say the lack of talent is stifling expansion and innovation.

“it’s a unique challenge – companies are struggling to find and keep the right talent when there are more educated people than ever before and a worldwide talent pool is available to them.”

CeOs across all industries said it has become more difficult to find the skills they need – even industries that have retrenched. 43% of those polled say it is now more difficult to hire workers in their industry.

They’re also looking at the gap that exists to replace the baby boomer generation over the next ten years and how best to prepare the next generation for that transition. Only 30% of CeOs are ‘very confident’ that they will have access to the talent they need over the next three years. As a result 78% say they’ll make a change to their talent strategies.

“To face up to this crisis,” says Roden, “ CeOs are turning outside their sector for talent and they’re also going deeper into their own organisations to pinpoint their future leaders and invest in their development now.”

Richard Phelps at PwC added: “CeOs that are facing the future and trying to get their talent pipeline right are bringing HR closer to the fold and changing their talent strategies; 79% of CeOs say that the chief HR officer or equivalent is one of their direct reports.

“HR needs to ensure that it’s responding to this talent rethink by getting the long-term pipeline right and making sure CeOs get the right metrics. There’s a big opportunity for HR in management information – only a minority of CeOs are getting HR management information for the measures they say are important”.

CeOs want to know about their talent investments beyond productivity and labour costs. employee engagement, team performance and isolating skills gaps are difficult measurements to make, but they are critical to see where investments and innovation are working.”

the need for TaLenTa lack of talent is leading to a real impact on organisational performance:

Source: PwC 15th Annual Global CEO Survey 2012.

Looking at the responses to the right, the replies to question one indicate the direct cost of not securing the right people. The other six questions address the opportunities you could be losing.

either way, people who responded indicate that getting the right people into your organisation is critical for successful performance. And that is as much about continuing what you already do best as well as pursuing new opportunities.

43%

1. O

ur

talent-related expenses

rose

more than expected

24%

5. W

e

couldn’t achieve growth

fore

casts in overseas markets

31%

2.

We weren’t able toinnovate effectively

24%

6

. We c

ouldn’t achieve growth forecasts

in th

e

country where we were b

ased

29%

3. W

e were unable to pursuea market opportunity

21%

7.

Our quality standards fell

24%

4. W

e cancelled or delayed

a key strategic initiative

Tell us your thoughts. How is talent being managed in your company? #insideHR

5

reedglobal.com/hr

India has still got it and so has Africa. But few other parts of the world can expect to share the same demographic dividend of countries with young populations.

Looking ahead, this signals a war on talent that will continue well into the future.

Responding to PwC’s global survey, michael White, Chairman and CeO of the DiReCTv Group in the US, is clear on the challenges he faces in his employment market:

“Let’s face it. There are 80 million Baby Boomers who are going to retire over the next five to seven years, and they’re going to be replaced by 40 million Gen Xers. That’s two to one, so you’d better be developing your next generation now if you’re going to be ready for that transition.”

The issue is now deemed serious enough to warrant discussion within Lloyds, the world’s specialist insurance market.

As Neil Smith, manager of Lloyd’s emerging Risks Reports, points out, it’s an issue that those at the top of organisations need to plan for:

“Talent shortages may not feature on every company’s risk register, but it’s no less important than many immediately visible risks – boards need to take the issue seriously and plan accordingly.”

Considering that Lloyd’s series of reports is better known for its focus on issues such as Climate Change, Flooding and Pandemics, it’s clear that employers looking to replace their current generation of talent will face an up-hill struggle.

anything but chiLd’S PLay

At ReeD, we want to harness the collective wisdom of HR professionals across the country, to benchmark best practice and current initiatives. We believe that collaboration, and agility in response to the challenges that every HR department faces will enable development of creative and tangible benefits to the attraction, development and retention of the key people you need now, and in the next few years.

We have therefore developed a short survey, taking approximately 5 minutes to complete. The results will form part of a benchmarking white paper and we will publish the results in the next issue of inside HR.

To take part, use the Qr code to the left.

link, like, Follow us. reed Human resources

ageing populations in certain parts of the world mean the talent time bomb is starting to tick louder

focus on your pIvOTal rOlEsdo you know the roles in your organisation in which people have a disproportionate ability to create (or destroy) business value?

Unless you can answer this question, your organisation is at risk of investing time and money in the wrong areas. As PwC asks in Delivering results through talent, do you need a talent management rethink?

Here are five additional questions they ask to help you plan for the future:

1. Do you have the talent to quickly and successfully execute your organisation’s strategy?

2. Do you have people with the right skills, the right knowledge and the right experience in the right places – now and in the next 3 to 5 years?

3. Which roles drive most value in your business, how do you best resource them and what is your cost of turnover?

4. How are you engaging and rewarding talent in these pivotal roles? Are you over-rewarding ‘non-talent’?

5. Does every aspect of your talent strategy directly contribute to the business plan and to creating value?

TaLenT watch: 2013

in challenging times, engaging talented people to innovate, drive and develop is rising up the list of issues that keep hrd’s awake at night. addressing skills gaps, changing global demographics, and the pace of change requires new ways of thinking about and managing talent.

Have you started developing your next generation? #insideHR

6

insidehr

hrbookclub

Financial intelligence for hR Professionals

Karen Berman & Joe Knight

To get ahead in HR today you need to stay on top of the financial data. Drawing on their work training tens of thousands of managers worldwide, Berman and Knight provide you with a deep understanding of the basics of financial management and measurement, along with hands-on activities to practice what you are reading.

introducing human Resource Management

Margaret Foot & Caroline Hook

An accessible and lively introduction to the human resource management, this new edition includes new coverage of well-being, equality and diversity, and offers a greater international perspective throughout. it is aimed at students taking an HRm option on a Business Degree, or those studying for an HND, Foundation Degree or CiPD qualification.

difficult conversations

Anne Dickson

We all face difficult conversations at work from time to time. Anne Dickson describes a range of common examples and reveals simple but powerful techniques that will help you to transform the situation. You’ll discover how to communicate directly and honestly, develop genuine confidence in your authority and much more.

A little more than 10 years ago, the role of the Business Partner entered the common vernacular with the promise of transforming HR (i.e. further movement away from the old-fashioned Personnel label and closer access to the people at the top).

For many the role has improved both transactional and trans-formational HR delivery, but it’s said this has not led to improving organisational performance to the satisfaction of most CeOs.

enter the new kid on the block: the HR entrepreneur.

Writing for the CiPD back in 2011 Chris Roebuck – one of the most respected thinkers in this area – laid out some of the main differences in his article. Bye bye, HR business partner. Hello, HR entrepreneur.

For Chris, HR entrepreneurs are “individual(s) at any level or location in HR”. They are “constantly looking outward, benchmarking the organisation not just against last year’s performance but at least peers’ and possibly best-in-class standards.”

With “an innovative and entrepreneurial mindset” they are more proactive in identifying ways to drive better business performance, suggest lean initiatives that deliver maximum ROi for minimum resource and focus on delivering what the organisation needs strategically to sustainably improve for the future.

His argument for a more business-orientated approach is straight-forward: “in reality, CeOs don’t care about HR best practice: they just want the best bottom line.”

A key piece of advice Chris offers is, “Don’t announce you are an HR entrepreneur - just deliver the service” which suggests the role will continue to develop as a mindset rather than turn into an actual job title.

Nevertheless, everyone is talking about it.

more recently, the CiPD itself has started talking about “Business Savvy” HR professionals. its current research identifies four areas that set them apart:

HOw’s yOurenTRePRenURiaL SPiRiT?

link, like, Follow us. @reed_Hr

1. Understanding the business model in depth

2. Generating insight through evidence and data

3. Connecting with curiosity, purpose and impact

4. Leading with integrity, consideration and challenge

Looking at reactions to online blogs on the subject (see below), wide-spread acceptance of the concept is still in the wings.

One catching our eye is from Heiko Fischer posted this January:

“During my time as head of HR in the video games industry we implemented a concept called The Way of Resourceful Humans. An idea based on Ricardo Semler’s notion of democratic entrepreneurship that makes HR redundant.”

Now that’s a very different interpretation of the new HR role on the block!

Although HR professionals with better business acumen are always welcome, the jury in the blogosphere is still out.

A “must have” for Hr Brian Goulden, mar 2012

i agree - business savvy is a “must have” for HR practitioners. Without a demonstrable understanding of the business, an HR practitioner is unlikely to have the necessary credibility to influence their organisation effectively.

let’s hire Superman Roger, Jun 2012

This is exactly the kind of HR talk that makes the stomach of business people churn. empower leaders to manage people more. Stop this HR navel gazing and strategic insecurity. At the end of the day it is pure and needless interference.

More action less thinking Dorothy Smith 17 mar 2012

The HR community is part of, not separate from the business it serves. New HR people simply need to leave their desks more often and get beside line managers and their teams to find out what is happening day to day.

do we need hR enTRePReneURS?

a dayTake your 3Eswhy “culture eats strategy for breakfast”

Leading The Culture Works organisation, Adrian Gostick and Chester elton know a thing or two about how to turn the average workplace into a great place to work.

Working with Towers Watson’s 8-million-person database which identifies 25 of the top-performing global organisations, they have created their own 3e manifesto which says staff should be “engaged, enabled and energized”.

According to their analysis, organisations with engaged, enabled and energized cultures saw average annual operating margins of 27.4% during a period that included a recession /economic downturn.

That’s twice as high as organisations with “just high employee engagement” and three times higher than those with low engagement scores.

This is easier said than done, which is why they set out seven points of advice:

1. Define your burning platform

2. Create a customer focus

3. Develop agility

4. Share everything

5. Partner with your talent

6. Root for each other

7. establish clear accountability

in summary, Gostick and elton say the most important asset any organisation can possess is a strong culture:

“…your culture is actually more important than a clever strategy or even your product mix or pricing, those can be replicated. What can’t be copied is your culture. And your managers are the key to ensuring your employees buy in. Give them the tools they need to succeed.”

Diversity is built into everything at eversheds, from recruitment policy (managers are trained in “unconscious bias”) down to the catering in the meeting rooms (halal and kosher are on the menu).

A company-wide Gender Working Party, made up of eversheds senior partners, helps to champion the cause of diversity and drive some of the company’s initiatives.

One successful scheme is eversheds Unlocked, which aims to help young people from disadvantaged backgrounds consider a career in the legal profession. The programme has been developed to give these young people the right support to successfully apply to university. it also provides an insight into what they need to do to secure a training contract at a law firm like eversheds.

These are usually youngsters from state schools who are the first in their family to consider a university education.

The scheme encourages them to really stretch themselves and achieve their potential and also aims to dispel the myths surrounding the legal profession. it includes a “staying in touch” programme to enable eversheds to keep track of the students as they progress through their A-levels, university and on to securing training contracts.

About 300 alumni have gone through it and are now at various stages of their career. There are also 18 students on the eversheds Unlocked Academy, many of whom could end up working for the firm. The Academy supports some of the best performing students from eversheds Unlocked and each one is assigned an eversheds partner as a mentor. They benefit from tailored learning and development activities as they progress through university and on to a career in the law.

For more information about eversheds and the National Business Awards please visit: Eversheds.com

reedglobal.com/hr

To save you time leafing through the conference schedules, we’ve done it for you. For more information visit the conference websites below. So, get out there and network to find new ideas and develop your skills!

EMplOyEE ENGaGEMENT suMMIT16 April, London

Learn practical tips to build engagement that have actually worked for some of the UK’s leading employers. The panel of expert speakers will give best practice case studies offering practical advice on how to sustain high levels of engagement. This summit will help you to reconnect and re-engage the disengaged ultimately creating greater productivity. www.symposium-events.co.uk

INsIDE Hr EXECuTIvE CluB EvENT27 March, Victoria, London

Resilience: The Organisation, The Team and YouCarole Pemberton will share what she has learnt through research and working with individuals whose resilience has been dented, to answer these questions and to provide the opportunity to reflect on your own, your team and your organisation’s resilience.

CIpD HrD CONfErENCE & EXHIBITION24-25 April, Olympia, London

Join thousands of L&D professionals to get the latest updates in 32 sessions covering a range of subjects, including 10 focussing specifically on leadership development and how some well known businesses develop their own leaders for future success. www.hrevent.com

DrIvING OrGaNIsaTIONal EffECTIvENEss13 March, Westminster, London

Gain key insights into the very latest HR strategies as leading HRDs share best practice and strategic thinking. Benchmark your own approaches with a diverse range of peer organisations and practitioners… and uncover best practice in the context of your own organisation. www.strategic-hr-network.co.uk

THE TalENT MaNaGEMENT suMMIT21 May, Grosvenor Square, London

much has been written about the need for a mobile, agile workforce, but what does this mean in practice, and how can we measure it? Come to The Talent management Summit to consider this question from a broader perspective explore practical solutions and analyse success stories of companies who are making it work.www.economistconferences.co.uk

whaT’S on in hR?

7

The BBC is big on diversity. And so are a growing number of other organisations and businesses. Among them is law firm eversheds, which recently won a national award to recognise the work it has done in this area.

But its Leadership Diversity accolade at the National Business Awards wasn’t the result of a knee-jerk change in culture; it was reward for years of hard work to make diversity a seamless and integral part of its business culture.

margot King, Head of Corporate Responsibility, Diversity and HR Projects at eversheds, explains: “We are a reasonably young business and showing mutual respect to colleagues and clients has always been a fundamental value.

“We are not a cut-throat law firm. We are more collegiate and very respectful of individuals, whether it be colleagues or clients, and that has become deeply rooted in our values. We make our people conscious of what it means to be respectful to people from a whole range of backgrounds.”

eversheds believes a diverse boardroom and a holistic approach to diversity has helped the business flourish and this strategy is now a ‘given’ when dealing with its clients.

“Two years ago our research concluded that diverse boards produced better-run businesses,” adds margot. “it is a double whammy, because there is a good business case to have diversity, and our clients expect it.”

And creating a diverse business is not solely about HR, although it plays a major role.

margot says: “it is not just a HR initiative. it is a business initiative supported by HR. We believe diversity is all about maximising the talent across our organisation, whether it is women who want to work part-time, or people with disabilities.

“it is important that people feel they can be themselves at work.”

Crossword answersacross: 1.accountable, 7. switchboard, 8. shareholder, 12. investigate, 17. alternative, 18. enlargement

down: 1. assassinate, 2. China, 3. uncle, 4. taboo, 5. Beard, 6. endorsement, 9 rye, 10. hot, 11. log, 13. vital, 14. surer, 15. image, 16. aside

Diversity is no longer just a buzzword. It is becoming a staple part of the culture of upwardly mobile companies across the uK. Inside Hr looks at how one law firm has set the blueprint for others to follow.

it’s important that people feel like they can be themselves at work.

wHy diveRSiTy Is THE NEw NOrM?

Does your company support diversity or is there still room for improvement? #insideHR

link, like, Follow us. reed Human resources

8

insidehr

across1. Responsible7. Telephonist’s panel8. Dividend receiver12. enquire into17. Rival choice18. magnification

down1. murder (politician)2. Porcelain3. Aunt & ...4. Prohibited5. Goatee6. Seal of approval9. Cereal grass10. Fiery11. Fallen timber13. imperative14. more confident15. Likeness16. incidental commentAnswers on page 7

Quick crossword

New to InsideHr and not yet subscribed? or have a friend interested in the latest Hr news and events? Sign up now and receive your FRee copy of Next Generation Talent Management.Simply email hr.connect@reedglobal.com and include the following details. Your/your friend’s nameemail address (To receive hrconnect emails every two weeks)

Postal addressJob TitleCompany NameWe promise not to pass your details on to anyone else, or send you any spam mail.

appointments

sign up nowfor FREE

regional Hr Business PartnerSouth West england

Salary £55K-£65K

Hr Director (part time)London

Salary £55,000 pro rata

Hr Manager West London

Salary £45,000 - £50,000

charlie.welford@reedglobal.com0117 906 0009

andrew.price@reedglobal.com020 7220 6390

andrew.price@reedglobal.com020 7220 6390

Your free guide to the latest industrY trends and viewpoints

reedglobal.com/hr

insideHrmagazine

Give me colour!

CeOs say the lack of talent

is stifling expansion. Time for

HR to get creative?

issue elevenPLUSAre you a HR Entrepreneur?

And anyway, is this all about Human Resources or Resourceful Humans?

Diversity: The New Norm

Why law firm, eversheds, want people to feel they can be themselves at work.

Social Media Feedback

Could your next performance review be generated by a whole community?

my client is a leading name within the manufacturing sector. They are a growing organisation undergoing some exciting changes, and require a senior HR Business Partner to help drive these changes forward.

The ideal candidate will be educated to degree level or have demonstrable experience within senior HR roles over several years, ideally at HR manager / HR Business Partner level.

A true generalist, you will have experience in all areas of HR, and will have experience of multi-site operations, and working alongside key stakeholders across various different business lines.

This is a great opportunity to join an established name at an exciting time in their development and one not to be missed.

A UK National charity require an HR Director to join them on permanent part time basis (3 days per week). This position will be home based but require travel to Cambridge once a week.

This will be a strategic HR post responsible for all aspects of developing the HR function. You will line manage several experienced HR professionals and act as last line support for any complex HR matters.

The successful candidate will be minimum mCiPD qualified, have experience in leading an HR team and demonstrate the ability to work strategically.

A large FmCG organisation located in West London require an experienced HR manager to join them on a permanent basis.

This is an operational HR position that will include all generalist duties. You will also be responsible for managing an HR team of Advisors and provide support to the team.

For this position it is essential that you have worked within a Unionised environment, are an HR generalist and have experience of managing a team of advisors.

If you would like to advertise a job here please send your details to hr.connect@reedglobal.com

Follow @reed_Hr_Jobs for all the latest Hr roles

link, like, Follow us. @reed_Hr