11/09/2015
Well as I bow out of HR (I haven't renewed my CIPD subscription) and head off to Spain to study flamenco, write, reflect on a career not succeeding in increasing productivity in organisations or increase the employee's voice I think this article proposes an interesting solution. In my last role I had a crisis when after a conversation with one of the world's leading academics studying motivation I realised the performance management system I was rolling out in the organisation I was consulting to was counter to a culture that depended upon creativity. It ended with me having a very robust conversation with my boss in my performance review shortly after and I left.
The previous project ended with the outsourced HR function being brought back inside (Hallelujah!) and the employee communications role being moved to marketing. I had been working with them on the culture and values and employee engagement. The end point (actioned after I had finished the project) was rolling out the internal employee brand to be the overall customer brand. We had done something very brave (which I was worried how it would be taken up) - talking about Love with the employee brand. This is now this is the LV= corporate brand. Most of my time before that was spent helping to introduce about 40 corporate HR policies which quite frankly I hated and I found exceedingly boring - but it had come up on the risk register and internal audit so we did it. Which would I rather? Oh aligning the employee and corporate brand and working out how we would align the two.
Harvard Business Review (HBR), the world’s premier intellectual business magazine, likes to publish pieces which are challenging, rigorous and readable. For example Justin Fox’s piece ‘What We’ve Learned from the Financial Crisis’ (November 2013) is still on the money today, as the EU political-fina…