The Engage for Success website went live on in November (2012) with case studies, tools and information and details of events where you can share good practice on employee engagement. It was developed by the Engage for Success taskforce, co-chaired by David MacLeod and Nita Clarke. They were commissioned in 2009 by the Department of Business, Innovation and Skills to produce a report on employee engagement in the UK.
At a meeting in November (2012) of 300 HR leaders discussed how to "tackle the UK's employee engagement deficit". People management reported that Macleod and Clarke said:
"We have all now seen the evidence: engaging employees is good for personal well-being, central for organisational success and vital for growth of UK plc as we all meet the challenges of recession and global competition. It is now important to take this out into work places across the country and really make a difference."
Among the speakers were: Archie Norman ITV chairman; Jo Swinson, minister for employment relations; Tanith Dodge, director of HR at Marks & Spencer; Doug McIldowie, Group HR director at GKN plc; and Louise Brownhill, head of engagement at PricewaterhouseCoopers.
Welcome to my latest round-up of HR strategy related content.
More on employee engagement
Working with Why: Employee Engagement and Meaning, by David Zinger
on Employee Engagement.
Employee Engagement: Here's Why It's a Worldwide Problem, by Jacque Vilet on TLNT.
General HR strategy
When I mentioned HR thinker Dave Ulrich recently on social media I was asked if Ulrich was still relevant today. A good question. In books published over the last five years Ulrich has been developing his ideas on core HR competences, and HR from the outside in, which proposes that HR give customers and investors a say in how people are managed in an organisation.
You can follow John Ingham's discussion of the HR competences in a series of recent blogs on his Strategic HCM blog.
Meanwhile, HR blogger Neil Morrison has a view on HR's customers, in a post on his Change Effect blog called "Customers can be wrong". He's not challenging Ulrich as such but it's interesting to look at the pitfalls of giving customers too much say.
Talent management
Hays Global Skills Index 2012: Chronic skills shortages despite high unemployment, by Tom Newcombe on HR magazine.
Global competition, emerging skill shortages, and changing demographics will soon force companies to use their most highly paid talent more effectively say Susan Lund, James Manyika, and Sree Ramaswamy on McKinsey Quarterly.
Looming imbalances in global labor pools could make it harder for some companies to find enough skilled workers and for some less-skilled workers to find jobs, say Richard Dobbs, Susan Lund and Anu Madgavkar on McKinsey Quarterly.
Placement and internship schemes are becoming a key pipeline for drawing in top graduate talent, by Oliver Sidwell in HR magazine.
Read on for articles on leadership, HR data, HR and social media, HR strategy and employee recognition.
Leadership
HR and Leadership - A Complaint Letter From a 25-Year Old, by Sharlyn Lauby on HR Bartender
HR data and metrics
Great HR metrics: Innovation Spend/Effectiveness at Your Company...
By Kris Dunn on HR Capitalist.
XpertHR's HR data round-up for November 2012 looks at why it's time for HR to get to grips with data. By Michael Carty on XpertHR.
Mergers and acquisitions
6 Big Mergers That Were Killed by Culture (And How to Stop it from Killing Yours), by Darcy Jacobsen on Human Capital League on Globoforce Blog.
HR and social media
Internet Advertising Bureau research reveals that 55% of UK organisations have adapted their business strategies to become more social. The study also shows that 27% of employees don't know how their social media success is measured
Socialized" by Mark Fidelman - a book on building a social business, reviewed by Gautam Ghosh on Talent and Social Business.
BigData in HR: Why it's Here and What it Means, by By Josh Bersin on Bersin & Associates blog.
An HR and Social Media Survey Shows Fears of Impact on Productivity. The two biggest factors on why companies block access to social media websites were "security threats" (77% important) and "decreased productivity for employees" (67% important).
Employee recognition
SHRM/GLOBOFORCE survey shows link between employee recognition and lower turnover levels, and that higher levels of spending on recognition deliver stronger financial results. Companies with employee recognition programmes experienced a 22 percent lower turnover rate versus organisations without a recognition programme. The survey also looked at succession planning and performance reviews.
Corporate values
Hey Leaders: No One Values Bland Corporate Values, by Anil Saxena on Linked 2 Leadership.
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