今日拜讀亞都麗緻飯店董事長嚴長壽，對於台灣未來人才流失的問題提出警告一文：
人才流失╱腦礦枯竭 哪來黃金十年？
亞 都麗緻飯店董事長嚴長壽提出警訊：台灣在人才和經濟上目前都「吃存糧」。國內人才流失是老問題，存在產業界、學術界、甚至政府機關；問題是，在台灣這個天 然資源貧瘠的島上，生存發展靠的就是人才培育，如果不盡早解決「人才土石流」的危機，一旦引發人才斷層，「黃金十年」恐將成為絕響。
以「世界是平的」一書打響知名度的專欄作家佛里曼日前投書紐約時報，盛讚台灣儘管沒有豐富的天然資源，卻努力汲取兩千三百萬人的天賦、熱情與智能，進而造就了世界上最珍貴且日新又新的資源。
然而，佛里曼對台灣的誇讚對也不對，對的是台灣培育的人才，的確讓這個蕞爾小島在世界發光發熱；不對的則是台灣的「珍稀資源」日益減少，不僅沒有現在式，更看不到未來式。
近幾年國際機構的全球競爭力評比，台灣都能維持不錯的排名，而這些成就的幕後英雄，是過去以來培育出了人才發揮的效益。
但如嚴長壽所言，過去從農業、製造業到科技業賺進三桶金，如今卻看不到賺第四桶金的機會。問題就出在台灣賴以發展的天然資源─「腦礦」已日漸枯竭，缺乏人才，台灣的未來令人擔憂。
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這 種現象，又讓我回想起當初在英國時的ＨＲ教授告誡的一段話"HR, your key value is to retain the talent in your organisation. Who holds the best talent capital, who will be the last winner!"
為什麼我們要注意留才？各位人資夥伴應該都很清楚，一個人才的流失，對組織而言，所造成的有形損失就包括了：
1. 離職手續的相關行政人事成本
2.重新招募與甄選的行政人事成本與招募甄選成本
3.在找到人之前，該職務的替代人選人事費用
4.新人教育訓練與專業教育訓練成本...等
這還不包括無形的損失：
1.留任員工的心理建設
2.原工作崗位人才與客戶的關係維持
3.新手對於新職務的熟悉度與出錯成本 ....等
因此，若我說：“未來十年企業的致勝關鍵在人才！而協助企業找到並且有效留住人才的關鍵人物就是：ＨＲ！所以未來十年，ＨＲ必須專注的課題就是：留才” 應該大家都可以瞭解其中的重要性。
在我們談retention（留才）之前，我們必須瞭解：為什麼人才會主動選擇離開組織？
通常人才主動離開一個組織，是由ＨＲ裡所說的企業內部的推力與企業外部的拉力，交互影響之下所產生的行動。而依照英國最新針對全球企業研究顯示，通常人才主動離開組織的原因分別為：
1. 對於目前的工作感到不滿
2. 和直屬主管的工作關係不佳
3. 對組織的管理感到不滿
4. 工作超過可負荷的範圍
5. 工作和生活無法取得平衡
6. 工作缺乏成長和學習的空間
7. 組織的薪資福利比較起來相對低落
當我們瞭解了為什麼人才會主動離開組織的種種原因後，ＨＲ就必須有效的介入進行處理。以下分享本人過去的相關經驗：
1. 平時ＨＲ就必須給各部門主管們，正確的的人力資源管理基本概念，讓主管們瞭解：人才就是人財！千里馬難尋（馴），唯有用心對待，留住人才，企業才有永續發展的機會，當然私的部份就是：主管才能心有餘力，獲取向上學習的機會。
2. ＨＲ必須定期或不定期的舉辦：工作滿意度調查活動。利用這個機會，瞭解員工對組織的期待，並積極解決員工感到困擾的問題。
3. 定期並有效的績效考核制度，針對工作給與合宜的獎酬
4. 員工關懷與支援委員會的建立。人生在世，除了工作的自我實現與滿足之外，家庭和生活品質往往才是員工努力出來工作的目的。當員工在家庭與生活上，遇到無法 解決的困擾時，不得已往往會選擇：先暫時放棄工作。ＨＲ這時若可以提供必要的員工支持計畫，輔導員工走出困難，重新回到工作崗位，相信這會是最成功的留才 手段！
5. 定期且有效的考核制度，還可以找到企業內部技術斷層缺口，並且針對個別人才提供工作學習與發展的計畫。如此讓人才覺得：在這裡，我可以不斷的進步！以此創造人才對組織的向心力和自我實現的滿足感。
6. 企業對內與對外名牌形象的型塑（Employer Brand)。對外，ＨＲ必須制定正確的ＣＳＲ（企業社會責任），讓組織做社會正面的力量。對內，ＨＲ必須維持企業的核心職能（經營價值理念），讓每個員 工認為：在這個組織工作，是向上提升的！這樣對內對外的型塑結果，可以產生員工和社會大眾對企業形象的向心力，也就是企業品牌（Employer Brand)的建立。
但現實中，若要有效執行上述的各種留才方法，企業相對的所必須付出的成本也相當大。往往企業經營者，在取捨之中，很容易就輕易的選擇：放棄或是挑著做--->最後做得零零落落，導致更遭的結果。最明顯的例子在國內外皆可看見：
例如：前高盛執行長日前在華盛頓郵報，大力批評老東家高盛集團是邪惡的企業！但老實說，我也有在美國高盛工作的朋友私底下說，其實公司就是怕員工會做不下去，因此年年都給高額的獎金企圖把人留住，但終究不敵企業品牌敗壞，導致人才流失，甚至更遭的是還引發全球金融風暴。
又 例如：台灣的勞動環境（勞動法與工會組織等）與國外比較起來，差別也相當大。在薪資待遇，學習成長的空間，與企業文化，工作環境和氣氛上，不要說和歐美企 業比較，就連和亞州四小龍的其他國家比較起來，也是相對的低落。或許這個就是我們ＨＲ常說的：造成人才主動離開的推力！
但是，很多時候，retention(留才)的政策制定，也和政府的政策有著息息相關的互動，關於這個，ＨＲ也可以透過參與各類民間團體，提供專業的人資意見，期待為相關的勞動政策注入活力。
可喜是，今天終於有台灣的企業家們開始關注到人才流失的議題。這也代表著台灣社會開始對於“人力資產”這個名詞的重視。ＨＲ身為企業的良心，引領與型塑企業文化的核心人物，我們清楚知道未來十年我們所必須專注的課題將是：retention(留才)! 因為：Who holds the best talent capital, who will be the last winner!
2012年3月18日 星期日
未來十年ＨＲ必須專注的課題：Retention（留才)!
2012年3月13日 星期二
29歲是人生的一大分水嶺---節錄自104人資情報文章
29歲是人生的一大分水嶺---節錄自104人資情報文章～本文作者為日本營業諮詢關東學園大學 經濟學部講師 菊原智明
恕我冒昧，如果目前任職的公司對你說「你被列在裁員候補的名單裡」，你會作何反應？
大部分的人應該都會反駁吧。「為什麼是我？工作能力比我差的人不是一大堆嗎？」或者，有些人可能會想：「我才二十幾歲呢！會丟飯碗的，應該是過了四十歲的歐吉桑吧？」當然也會有人勃然大怒：「你在說什麼蠢話！公司沒有我不行耶！」
公司這樣的組織讓人不解，會做事的人被解僱，不怎麼會做事的人卻加官晉爵，真是奇怪。
不相信的話，仔細環顧你的四周，讓你覺得納悶不解「為什麼他會當上部門總經理？」的人應該有一 ～二位吧。相反的，能力高又會做事的人，卻被排除在晉升行列之外，淪為不受重用的窗邊族，有些人甚至在不知不覺間離職，公司裡充斥著這類看似不合常理的事情。
「會做事的人被開除 ..怎麼這麼離譜？」會有這種想法的，都是還未脫去學生時代觀念的人。
在學校裡，有許多方法可以客觀判斷一個人的能力。即使事情看起來再愚蠢、一個人再怎麼令人厭惡，只要考試成績好，人們就會判斷「這個人是個能幹的傢 伙」。另外，就算不會念書，如果在運動方面十項全能，人們也會評斷「這個人很厲害」。但是，公司和學校不一樣。學校是年齡相同，或者相差無幾的人聚集的地 方，很容易就能以考試或運動會等一定的基準來加以判斷。相對於此，公司則是一個聚集了下至十六歲、上至六十歲的人（視情況甚至會有更高齡者）的地方，根本 就沒有方法，可以公平評斷年齡範圍這麼廣的一群人。
另外，決定開除或是晉升的，不是考試等客觀手段，而是活生生的人，也因此會有不少人事安排讓人感覺不公平。
當然，也有一些職種依據業務成績等數字，可以看出明確的差別。但是，要公平地比較、判斷營業、財會、設計、行政等不同領域的員工之工作成果，仍然極為困難。
確實，業務成績或個人能力也是判斷上的一個重要因素，這一點無庸置疑。然而，千萬不要忘記，公司並不只憑這些來評斷你。有時候，工作成果所看不出來的人性部分，會出乎意外地扮演著重要的角色。
會做事的人被解僱，不會做事的人卻被拔擢。這樣的落差是從什麼時候開始變得明顯的呢？
事實上，從一個人踏入公司，評價就開始進行了。就算是新進員工，如果行徑過於荒唐，也會馬上被列為解僱對象。現今有不少缺乏常識，被稱為是「怪獸新人」的新進員工考進各家企業，這些人雖然年輕，也難逃立即被開除的命運。
先不提怪獸新人。我們一般人所經歷的「晉升？還是解僱？」之分水嶺大概是在什麼時候呢？
我認為，顯露出最大差別的，是在二十九歲。
二十九歲，進公司之後也過了五、六年。經過這段時間，有些人升任為主任或店長，有些人則仍然是基層職員，職位上第一次開始出現落差。
從私人生活的層面來看，有些朋友結婚生子，有人甚至買了房子，但也有人繼續在公寓裡過著單身生活。另外，如果有交往的對象，接近二十九歲的時候，至少也會認真思考個一次「要結婚？還是要分手？」吧。
無論在工作上還是私領域，產生分水嶺並且開始出現各種差異的，正是在二十九歲的時候。
任誰都會把二十九歲、將滿三十歲視為一個關頭，而應該也有很多人，心裡隱隱約約地想著「在三十歲之前想要成就些什麼」吧。
二十九歲跟三十歲。雖然只是一年的差別，自我意識和公司裡的評價卻都會有所轉變。「二十九歲，不會做事的員工」和「三十歲，不會做事的員工」所獲得的評價全然不同。年紀在二字頭時，別人對我們還能睜一隻眼閉一隻眼。一旦過了三十歲，有些事情就不被容許了。
總之，因為三十歲就迫在眉睫，所以二十九歲的這個年紀是一個非常大的分水嶺。閱讀本文的讀者中，應該也有人「早就過了二十九歲」吧。假設你已經過了二十 九歲，也還為時不晚。如果你在現在的公司裡，還有自己的位置，就大有挽回的機會。相反的對「二十九歲，還早得很呢！」的人來說，則是愈早有所自覺愈為有 利。
在這裡稍微談一下我自己的故事。
事實上，我在二十九歲之前也一直是個不成材的員工。我是個業務員，業績卻總是敬陪末座。到客戶那邊拜訪時，客戶敷衍我：「你不必來！」回到公司後，上司責怪：「沒賣出去之前你不准回來！」當時，我過著不被公司及客戶需要、毫無成果可言的人生。
在二十九歲的時候，我轉換了心態。也就是拋棄抱怨、哭訴、推卸責任的行為，專心在眼前的工作上。
之後，我變身成為冠軍業務員，成功地將我的人生軌道修正往好的方向。如果當時沒有痛下決心轉變心態，或許我會不斷反覆歷經被解僱、再重新找工作的歷程，一直過著悲慘的人生吧。
為期十一年的上班族生活中，我見識形形色色的新進員工。現在從事營業諮詢的工作，也遇見了為數眾多的上班族職員。在這個過程中，我親眼見到許多會做事的年輕人被開除，不會做事的人卻升了官。
整體而言的傾向是，如果一個人做了「身為人不應該做」的事，無論他的業績再怎麼高，能力再怎麼好，都不會走上好的命運。相反的，如果一個人做了「身而為人應該做」的、對的事情，即使工作能力稍微差一些，也會受到主管肯定、順利升官。
天下雜誌所出版的《29歲被開除？或留下來？》一 書將介紹這些各式各樣、年齡在二字頭的員工。這當中有一些是個人舊識，有一些則做了變更，但幾乎都是真有其人其事的例子。有些讀者可能會懷疑「真的有這麼 差勁的人嗎？」，也 可能有人會想起「自己也曾經遇過類似的情形」。讀了本書之後，希望可以提供讀者自我警惕，也可以學到如何與不好相處的人往來。另 外，以一本讀物來說，或許也能帶給讀者一些閱讀上的樂趣。
然而本書的真正目的，是希望讀者身處現在的公司裡，免於遭遇不合理的待遇，並且能夠學到訣竅，以獲取超越本身實力以上的評價。如果藉由閱讀本書，可以為讀者帶來活躍於職場的一個契機，身為作者的我將甚感欣慰。
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2012年3月11日 星期日
跨文化管理-現代ＨＲ必須具備的能力
最近和被派到中國當人資主管的朋友聊天，言談中朋友抱怨：兩國的員工差異太大了！很多東西在台灣很好用的管理制度，到了中國卻變得很不管用！很多東西變成必須重新學習，從頭開始！從台灣調過來幹部，很多都無法適應，實在是太難管理了！我請朋友舉個例子，朋友隨口舉了一個兩邊對於不同時代所代表的英雄人也不一樣的例子：
中國同事（以下簡稱同事）：老闆!你知道今天是什麼日子嗎?
台灣朋友（以下簡稱朋友）：我不知道
同事：一點都不關注。。。今天是雷鋒的紀念日
朋友：昨天我有看到雷鋒的節目，但是我還是不知道她是誰
同事：啊，？你不知道雷鋒是誰？你說的是真的嗎？
朋友：對阿 不知道~～＊笑＊
同事：大陸和臺灣的文化差異到底是有多大。。。
朋友：很奇怪ㄟ！你不也不認識臺灣的人物~
同事：你們小時候沒有學過他的故事嗎？
朋友：怎麼可能學過阿~那我反問你，你知道吳鳳是誰嗎?
同事：一個美女
朋友：== 他是一個老頭！兩國的文化本來就有差異 各個時代不同國家應該都有自己的代表人物吧~加上之前兩邊封閉那麼多年，當然會有差異阿！
同事：啊。。。每个台湾人都知道他嗎？
朋友：幾乎都知道吧!最近台灣也很流行赛德克巴莱~～＊笑＊
同事：要多多交流啊 ～不過....赛德克巴莱 他是哪国家的啊?
朋友：一樣是台灣。而且是描述台灣原住民的電影。不然我再問你，郑成功，你知道他是誰嗎?
同事：郑成功当然知道，他那麼出名！
朋友：喔？！ 那你說，鄭成功是谁??
同事：不就是那个打ＮＢＡ的吗 纽约尼克斯队的 我当然知道了
朋友：ＸＸＸ＊以上髒話＊，那時代最好有打ＮＢＡ！
同事：跟你開玩笑的，他我怎么能不認識哦。。。。
朋友：那你到底知不知道他是誰？
同事：就是領船隊出海下西洋那個阿！
朋友：．．．．．．．好了，今天的對話倒這邊就好！你給我回去好好做事！！
聽完朋友的趣談，我和朋友分享：“跨文化管理在ＨＲ上面的應用的方法”，並點出類似的趣談看似無釐頭，但卻也凸顯出：因為國情不同，教育背景不同，所以衍生出來的風俗習慣甚至娛樂喜好都大大不同。隨著國際化的管理趨勢來臨，跨國企業中的ＨＲ身為企業與員工接觸的第一線，若沒有具備良好的跨文化管理（溝通）能力，恐怕很難為企業建立良好的員工關係，甚至遇到重大問題時，也跨文化管理的專業知識不足，而導致嚴重的後果！，朋友說，這次之後，他深深體會到：跨文化管理在ＨＲ裡面的重要！
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以下針對朋友的困擾：如何有效又快速的認識並運用“跨文化管理”技巧於工作上，同步在這裡和人資先進們分享：
1.跨文化管理的第一步：瞭解什麼是文化？瞭解文化的本質並且瞭解文化行為。
2.用剝洋蔥的方式，教你快速掌握文化的差異性：
第一層次：能輕易透過外顯行為而察覺的，例如語言，穿著。但這個部份，隨著英文或是國際服飾流行的普遍化，很多時候，我們無法像過去那樣輕易的透過第一個層次去察覺到文化的差異存在。
5. 跨文化管理的陷阱：刻板印象！
當我們確實利用這五點來制定ＨＲ相關的工作規則時，我們會發現：哇！原來人資工作是那麼的多元和有趣！
(整理自英國人資機構對於跨文化管理的快速入門方法一文：http://www.cipd.co.uk/hr-resources/factsheets/international-culture.aspx)
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在英國，跨文化管理（溝通）能力是身為ＨＲ（無論階層高低）首先被要求的重要能力之一！而英國在跨文化管理（溝通）的專業上，也確實反映在其尊重與保護多元文化的各項法條上。為什麼呢？大概是因為英國過去曾經是“日不落國”，屬地幾乎佔世界1/3~2/3的緣故吧！為了可以有效且不失公允的管理各個屬地，源自大航海時代（也就是大家喜歡看得加勒比海盜電影的時代），英國就已經開始進行跨文化管理（溝通）的各向研究。其精神延續至今，也成就了倫敦街頭五顏六色各國人種和語言文化融合的現象。
在台灣，目前針對跨文化管理（溝通）的能力，也逐漸隨著移工的增加，以及台灣跨國企業的成長，慢慢被ＨＲ有所討論。但在法令的建置上，卻仍不及於先進國家的多元和開放。就我所觀察的台灣針對跨文化相關的勞動法令，大概只有就業服務法中，針對外國人在台工作的一些規範，比較貼近。但實質上，台灣企業或社會，對於跨文化管理（溝通）這樣的概念，卻仍稍嫌陌生。甚至還有人誤以為：跨文化管理喔？那不是外勞仲介的工作嗎？所以我們看到一些例如回教看護工哭訴雇主要求其吃豬肉或是富士康跳樓事件，甚或是更早之前的高捷泰勞暴動事件....。這些都告訴我們：跨文化管理的確是現代ＨＲ必須要具備的專業能力！
可喜的是，隨著外國企業的移入，以及台灣企業走向國際，跨文化管理的概念也一點一點的慢慢被台灣社會所關注與討論。期待有一天，台灣可以發展出一個兼具包容多元，並融合多元產生創意的工作環境，吸引更多不同文化的人，共同在這裡成長！
2012年3月5日 星期一
職場101迷思 － 造神運動 搞垮專業
制度規定放兩旁 一切老闆說了算
相較於政治上的統治，職場上也有造神運動，只是我們經常不自知。最近，有位許久不見的好友來找我，這位好友是餐飲、飯店服務業中相當優秀與頂尖的經營人才， 大約兩年前他受聘到國內一家非常頂級的餐飲及飯店服務業公司去當總經理，所以後來我幾乎很少能夠碰到他，有一次問他在忙什麼？他說每天都是忙碌外加忙碌； 問他為什麼會忙成這樣？他回說有許多老闆交代的事情要去完成。當時我只覺得這個工作環境似乎不太理想，老闆會有這麼多的交辦事項，感覺不太重視專業。這次與這位好友碰面寒暄後，他說他即將離職了！我問他怎麼回事？他開始跟我分享他工作的狀況，原來問題就在於整間公司幾乎都以老闆為核心，任何事情都要看老 闆的意見，但是老闆本身並非這個領域的專業人員，所以造成他管理上許多的困擾，再加上家族成員的插手……。聽完他的敘述，我忍不住直言，這根本就是一個另 類「造神運動」的公司形態！
家僕式管理模式 極權老闆黑白不分
公司所有的旨意都是以老闆的意見為意見，這種「家僕式」的管理模式，幾乎沒有專業可言，因為一切都是「老闆說了算」，做事的專業標準蕩然無存，制度與規定是沒有用的，因為「朕即是天下，朕就是法律」，所有工作表現幾乎都是以老闆的關愛眼神為出發點。
當 我分享到這裡時，我這位好友說事情確實如此，例如有一次公司有個客訴事件，需要動用到老總親自處理，代表這件事情鬧得很大，所以他依照正確的方式處理，圓 滿解決了這個客訴事件，但是造成這個問題的員工後來卻私下跑去跟老闆報告，而老闆不分青紅皂白就給他記過處分，讓他覺得是自己縱橫職場那麼多年來未曾有過 的羞辱。
透過掌權獲得安全感 剛愎自用阻礙專業
這類「朕即 天下」的老闆，其實大多數是沒有安全感的，喜歡聽也喜歡掌權，好像不插一手怕別人不知道他是老闆，反面來說，這也是一種驕傲，認為自己最行、最棒，所以容 易流於剛愎自用，這樣的環境也經常造成專業人員失去專業判斷，執行的關鍵時刻都會先想到「老闆的想法如何？」，這種環境只能培養出家僕及家臣，卻培養不出 真正的專業領導人。身為高階管理者更是痛苦，因為你根本叫不動那些跟老闆走得比較近的人，他們只要回你一句「老闆說」，你就好像矮了一截。這種管理模式也 容易產生好混的工作環境，你只須附和老闆的要求，其他都不用費心，這種環境很好混，甚至有時還有油水可撈，因為這類老闆並不是很在意制度的。
當 我講到這些時，我這位好友瞪大眼睛好像在說：「為什麼你都知道？」其實，人所有的行為只是生命的外在表現而已，所以最後我肯定他的決定，並且跟他說：「如 果你持續留在這份工作，你終將失去你的專業，變成一個缺乏專業能力的家僕而已。」看到他如釋重負的表情，我知道他這個離職的決定一定是掙扎了許久，但是今 天好像終於讓他認清楚他的選擇是對的。事後我想，這類熱愛造神運動的老闆，是很難將公司經營得傑出，企業最後終將沒落，不趁早離職，難道要跟著他沒落下去 嗎
節錄自由時報2012/3/6 職場101迷思 ／李健鵬 撰文
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以長期從事人資專案輔導者的立場來看這篇文章，心有所感，特別摘錄下來，以英國HR的角度來和分享這篇文章的讀後感。
還記得過去在英國念人資所的時候，第一天上課，教授就對著台下的學生說：A HR shall always be the conscience to the company. Remember this! If you walk out here and choose to ignore what I advised, then unfortunately I can not call you a professional HR, I would rather call you a company's pet!
好震撼！身為全班也是全校有史以來，唯一的台灣學生，這個論述，讓成長在台灣威權社會及教育下的我，頓時對自己選擇成為一個HR這個決定，有了一絲絲的動搖。為什麼？很簡單，因為我畢業後，若要回台灣工作，台灣有多少企業的老闆會把HR看得那麼偉大也願意全然把人的事情交託給專業的HR呢？如果沒有，那我是不是回台灣後是否必須為了工作，變成老師口中的：企業的寵物狗?
在念碩士的同時，我還任職於英國某機構的教育訓練單位。工作上的我，若需要做什麼決策，我就把老師告訴我們的這段話拿來警惕自己，很多事情最終也都迎刃而解。
可惜的是，目前台灣仍處在一個對ＨＲ這個名詞非常陌生，更不知道其專業價值的階段。很多台灣中小企業的老闆，仍停留在人事（算薪水和出缺勤或雜事）的時代，其實在英國，不論企業大小都把HR的地位納入在公司政策制定顧問名單內，並且充分授權HR主管制定並執行企業的人資活動。比方說：只要HR面談過後認為不適任者，就一定不會有所謂的：某某某介紹的所以錄用...這種事情出現。
總而言之，台灣的HR領域還有一段很長遠的路要走，各位人資夥伴！大家一起努力吧～
2010年3月16日 星期二
UK has one of the highest rates of ‘hidden joblessness’ in Europe, finds CIPD
The UK has one of the highest rates of ‘hidden joblessness’ in Europe, according to new research revealed today.
CIPD analysis of official Eurostat data found that the UK accounts for one in seven of the continent’s entire hidden jobless population. This is defined as people of working age who are not active in the jobs market but willing to work.
According to Eurostat only five EU countries – Estonia, Italy, Latvia, Austria and Poland – registered higher rates of this type of economic inactivity than the UK, which reported a rate of 5.9 per cent in the third quarter of 2009.
The UK’s overall unemployment rate of 8 per cent ranked precisely mid-table among the 27 EU member states, and below the EU average of 8.9 per cent. Latvia and Spain recorded the highest levels of unemployment last year, with rates of 18.4 per cent and 17.9 per cent respectively. The Netherlands had the lowest unemployment level in the third quarter of last year, at 3.5 per cent.
But while only eight countries had lower female unemployment rates than the UK (at 6.7 per cent), Britain’s performance was particularly poor in relation to male unemployment. Only eight member states exceeded the UK’s male jobless rate of 9.1 per cent.
The UK’s record of tackling employment was one of the most favourable, however and the country’s rate of 2 per cent was the ninth lowest in Europe.
Commenting on the findings, John Philpott, the CIPD’s chief economic adviser, said: “The UK may draw comfort from having lower measured unemployment than the EU average but in truth we are no better than a mid-table performer in the EU jobless league.
“Taking ‘hidden joblessness’ into account makes the UK’s relative performance look less impressive still, and once again highlights the scale of the macroeconomic and employment policy challenge that awaits us in the next few years.”
2010年2月4日 星期四
How should you respond to the new agency worker regulations?
Speculation on how European proposals on agency workers will apply in the UK finally ended recently with the publication of the Agency Workers Regulations 2010.
It may feel like the pressure is off because implementation of the regulations has been delayed until 1 October 2011. But this is a time for reflection and planning, not inertia. Since the regulations are estimated to cost 0.3 per cent of the UK pay bill, hirers should identify now what new working practices will be required to accommodate them.
There are few major policy changes in the final regulations, but there are some differences in detail from previous drafts - for example, the comparator and pay definitions, and in the anti-avoidance provisions.
Defining “temps”
Workers supplied by a temporary agency to work “temporarily for and under the supervision and direction of a hirer” – commonly referred to as "temps" – will be covered by the regulations. The definitions adopted are complex but are intended to exclude:
• the genuinely self-employed;
• those working through their own limited liability companies (provided they are genuinely self employed); and
• those working on “managed service contracts”.
Qualifying period
After completing 12 weeks in an assignment, agency workers will be entitled to the same basic working and employment conditions as if they had been recruited directly by the hirer on day one of the assignment, whether as an employee or a worker. Agency workers may compare their terms with the hirer’s direct recruits working in the “same or broadly similar” role – the comparators don’t have to be in the same office or establishment.
In some respects “basic working and employment conditions” is a simple concept. It will, for example, include:
• comparable salary, overtime or commission payments; and
• rest breaks and holidays entitlement.
In practice, calculating increased holiday entitlement or identifying commission owed to agency workers is likely to prove less straightforward.
Eligibility
The issue becomes more complicated in relation to the list of payments for which agency workers are not eligible. They will not get:
• company sick pay, redundancy pay and pension;
• bonuses, incentive payments or rewards “not directly attributable to the amount or quality of the work done”; and
• benefits in kind.
Drawing the line
A new provision in the regulations allows workers to receive vouchers or stamps of a fixed monetary value, such as luncheon vouchers. Will hirers know which employee payments or benefits apply? For example, will staff discounts be included or excluded? Although discounts are not intended to be caught, according to documents accompanying the regulations, the issue is not clear cut. Could discounts constitute payments or could they be issued as vouchers, to which agency workers are entitled? Or, where they are provided via an onsite shop, are they a collective facility to which agency workers should have equal access? Agency workers will have the right to access collective facilities (eg, staff canteen, creche, transport) from their first day on the same basis as employees and other workers.
While some of these issues will be clarified in a future government guidance document, the safest option for hirers will be to include agency workers in the benefits, introduce service qualifications for their employees or, more drastically, remove some benefits.
Costs
Many organisations have already started to review how compliance with the regulations will affect their costs and practices, and to consider whether there are more effective ways of meeting their flexible labour needs. These might include:
• moving to direct recruitment;
• engaging casuals through an “in house” bank of workers;
• using a third party (possibly an agency) to employ workers directly; or
• increasing the use of self-employed workers and managed service contracts.
Organisations with short-term staffing gaps will need to find ways of absorbing the increased costs. Negotiating exclusivity with fewer agency suppliers, while also renegotiating terms to reduce risks and costs, may help those hirers with sufficient purchasing power.
Avoidance
Some hirers may decide only to use agency workers for fewer than 12 weeks where feasible. However, repeating such practices, or moving workers between different jobs, will not be a viable means of avoiding the regulations. Any “structure of assignments”, such as placing agency workers on a series of 11-week contracts or varying their roles every few weeks, is prohibited and may attract a fine of up to £5,000.
Another alternative is for hirers to scrutinise the way in which their employee pay and benefits are packaged and decide whether they fall within the regulations’ equal treatment requirements or, with adjustment, can be excluded.
Suddenly, October 2011 does not seem so far away.
2010年1月20日 星期三
Reward in 2010: the top 10 issues
Alastair Hatchett, head of pay and HR services, Incomes Data Services
Publication date: 14 January 2010
Source:
People Management magazine
The impact of the recession in 2009 varied widely across the economy. The recession in manufacturing and construction was severe and there were widespread pay freezes. At the other end of the spectrum, though, sectors that were much less affected, such as energy supply, food retailing and pharmaceuticals, saw continued pay rises – as did, oddly, the finance sector. While around one-third of private-sector companies asked for pay freezes, largely to safeguard jobs, around two-thirds of firms awarded increases, with the bulk in the 2 to 3 per cent range. Overall, earnings growth for most people was very modest. So what is the outlook for 2010?
1 Inflation returns after a year off. Pay freezes were more palatable in 2009 because retail price inflation was in unprecedented negative territory. From January 2010, RPI inflation will move sharply back to a more usual 2.5 or 3 per cent level. Private-sector pay rises of 2 to 3 per cent are anticipated as economic recovery takes root.
2 Pay freezes are thawing out. Some pay freezes last year were seen as deferring decisions, while others were emergency reactions to a critical collapse in demand. Some involved an implicit suggestion that discussions would resume when things got better. Many of those employers that chose to freeze pay in 2009 now hope to award increases in 2010, while others that did not freeze pay last year will seek to keep increases in 2010 to a modest level.
3 Recessions create anomalies. Some companies froze salary scales last year but chose to pay progression increments. Some chose to pay bonuses but freeze basic pay, while others increased basic pay but decided to freeze bonuses. Many firms went down the route of freezing recruitment and promotions. As the economy begins to open up again there will be all sorts of pay anomalies to deal with.
4 Pay benchmarking. This will be used to re-establish market-related salary levels and to adjust all salaries and benefits that have gone out of line during the recession. Market adjustments will help to sort out anomalies and may well take place outside of annual pay reviews.
5 Bonuses make a return. Huge bonuses for executives in the banking sector were cut back in the first months of 2009, while regular bonuses for retail staff in banking were paid. Elsewhere, bonuses in manufacturing were not triggered, whereas they were in retailing. The idea that bonuses are essentially a form of “variable pay” has taken a knock, as many people are now arguing that they should be guaranteed.
6 Career development. This may have been set back or put on hold by employers looking to curb their pay bills and put a freeze on roles changing. Reward managers need to review their employees’ career development plans in 2010 to avoid a scenario whereby talented staff decide to pursue their careers elsewhere.
7 A public-sector pay clampdown. Politician and pundits have been clamouring for pay limits or freezes in the public services. The detail remains to be decided about what will be frozen and what will not. Will progression payments still be paid? Will pay review bodies stand up to the politicians?
8 Rewards for failure. It is a strange logic that concludes that a financial crisis that started in banking should be resolved by freezing the pay of nurses, teachers and classroom assistants. Prior to the recession, many leading people in HR pointed to reward systems in the banks as the most sophisticated on offer. Meanwhile, it was noteworthy in 2009 that many companies choose to freeze executive pay and make modest pay awards to staff in lower grades.
9 Employment relations. So far, employment has remained remarkably resilient throughout the economic downturn. The dire predictions that unemployment would reach 3 million by Christmas have not been realised. This has been attributed largely to Britain’s flexible labour market. But, in reality, was it not achieved by HR managers and union representatives in tough negotiations to save jobs, freeze pay and use short-time working to retain skills? Does this mean that the recovery can be built on firmer employee relations foundations?
10 Talent. Total reward and talent management may have taken a bit of a knock in the recession, which has seen recruitment freezes and redundancy as dominant themes. A culture of disengagement may have taken hold. As economic recovery comes this year, can total reward work in a period of austerity? The recession may have challenged existing reward systems and some new thinking might be essential in 2010.
What are your hopes and expectations for HR in 2010?
David Fairhurst, chief people officer, McDonald’s UK and Northern Europe-
For young people looking to take their first steps in the world of work, 2009 will be a year many will want to forget. In 2010, employers should redouble their efforts to invest in Britain’s young people – young people who are simply looking for the opportunity to prove themselves. We provide thousands of young people with their first taste of work each year, but we’ve been asking ourselves what we can do to support those who don’t get a job with us. We’ve concluded that work experience has a crucial role to play as an alternative way of building their employability. As a result, we have been working closely with employers and charitable organisations in the Work Inspiration movement, to try to improve the first experience of work for more than 500,000 young people every year. Although 2010 may not turn out to be a great year for employment, it can still be a great year for employability – given the support of organisations across the UK.
Ann Pickering, HR director, O2 UK -
The past 18 months have left businesses across the world with a different perspective and modified ambitions, and many employees have undergone significant personal journeys. In 2010, employers need to ensure they understand how individual employees’ goals and ambitions have changed. As a nation, we are shifting our focus towards personal rewards rather than consumerism and money. Personal happiness and contentment are a priority for many of us and it is essential that HR professionals take note of this. Regardless of whether you are designing a new rewards scheme or a flexible working policy, it is crucial to think carefully about what drives and motivates your people. Helping employees to stay connected with their personal and professional goals will continue to be a key focus for O2 in 2010.
Ed Sweeney, chairman, Acas-
Hopefully we have seen the worst of the downturn, but the impact on businesses will be felt far into the future – particularly in the public sector, where the effects will be longer-lasting. Businesses and managers alike need to prepare for the repercussions of the recession and implement policies and procedures to help manage health and well-being in the workplace efficiently. The wider health, work and well-being agenda will be even more relevant this year, with the introduction of the “fit note”. There is already an increased focus on issues such as mental health in the workplace. Healthy workplaces are key to good employment relations and productive organisations, and this will become increasingly important.
Paul McMahon, managing director, AXA Corporate Benefits -
The past year has seen an increasing number of high-profile companies announce the closure of their final salary or defined benefit pension schemes. There are very real commercial reasons prompting these decisions and they are entirely understandable, but they do nothing to ease my concern about the lack of long-term savings provision in the UK. I suspect we will see more announcements that have potentially serious consequences for future pensioners’ wealth and well-being. A major issue for responsible employers (ones that are keen for their investment on behalf of staff to bring appropriate benefit) remains helping employees to understand and value what provision is available to them in the workplace.
