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The great CEO pay debate continues

Total FTSE 100 Chief Executive pay has increased by 11 percent in the past year. CEO reward increases outstrip pay rises for the wider workforce, fuelling questions over fairness and governance in Britain’s biggest businesses. An annual assessment of FTSE 100 CEO pay packages released today shows that CEO median pay rose by 11 percent between 2016 and 2017.

Article by: Peter Cheese | Published: 16 August 2018

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In the brand scheme of things
Print – Issue 165 | Article of the Week

The concept of employer brand management was introduced by Simon Barrow and his team nearly thirty years ago. Much has changed since then and, for us today, it seems less a revelation and more a statement of the patently obvious - the idea that a company should consider reputation as an employer, and articulate value proposition - is surely as primal as the discovery of fire.

Article by: Stephen Duncan | Published: 12 July 2018


CEOs change course when they resemble their predecessors

Psychological effect induces new bosses to change strategy. The greater the similarity of newly appointed CEOs to their predecessors, the more likely they are to change the company's strategy. This result – contrary to prevailing opinion in the field – was demonstrated in a study by a team of researchers from Germany and Denmark.

Article by: Thomas Hutzschenreuter | Published: 10 July 2018

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The manager/subordinate spring

The traditional roles of authoritative managers and subordinate employees has changed and evolved significantly over the last decade. This shift in hierarchy can be directly attributed to the fourth industrial revolution, a rapid technological transformation that has impacted every area of the workplace and how businesses operate.

Article by: Mihaela Smadilo | Published: 3 July 2018

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The importance of mentoring

Over a quarter of (28 percent) of Brits say they want mentoring to progress through their career with confidence. However, a fifth (19 percent) admit they don’t know how to go about finding a mentor. A further 9 percent say they are actively looking for a mentor but haven’t been able to find the right person.

Article by: Sinead Bunting | Published: 19 May 2018


Top five tips on how to be an approachable line manager

In 2016/17, there were over half a million (526,000) cases of work related stress, depression or anxiety, and it accounted for 40 percent of all work-related ill health. It’s an issue that cannot be overlooked, with mental health-related presenteeism costing employers up to three times the cost of mental health-related absence.

Article by: Richard Holmes | Published: 18 May 2018

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Overworked managers, under-supported staff

The CIPD have launched the first comprehensive measure of job quality in the UK. While revealing that 64% of the UK workforce are broadly satisfied with their jobs, 11% reported regularly feeling miserable at work. Exploring seven different dimensions of job quality, the UK Working Lives survey has pinpointed just how ‘good’ our jobs are.

Article by: Joe Wells | Published: 2 May 2018


HR softening the blow or stiffening managers resolve? 

Absence management, performance appraisal, redeployment, redundancies, disciplinaries, is the HR role to soften the blow or is it to stiffen managers resolve? HR can provide the words but line managers can’t avoid difficult conversations. Contributor Blair McPherson, former local authority director, author and blogger.

Article by: Blair McPherson | Published: 24 March 2018

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Effective Knowledge Management

How can you most effectively develop a knowledge sharing culture that supports collaboration and enhances relations and the effective transfer of knowledge? What is the best approach to eradicate siloed working, and build a culture of transparency and the broadest contribution?

Article by: Nick Gold | Published: 18 February 2018

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When managers get caught in the cross fire

 Would you really be surprised to learn that teachers in the staff room make some pretty derogatory remarks about pupils? That nurses have expressions for patients who are demanding or overly dramatic or that GPs complain about "regulars" with their non-specific aliments.

Article by: Blair McPherson | Published: 11 February 2018