Chartered Institute Of Personnel And Development Research Articles

Using Talent Management to Train and Develop Employees in the Mining Industry

The business environment is rapidly changing and in order to create a competitive advantage in the market, organizations are facing the problems of attracting highly skilled employees, hiring and training the right people for specialized jobs, and effectively managing the talent pool and succession pool. In the 21st century, when advanced technologies such as artificial intelligence, big data, robots, and automation are exploding in the labor market, some jobs are disappearing and new careers are being created, organizations need to prepare employees for these changes. Therefore, by studying the experiences of foreign and domestic organizations that implement talent management in conjunction with learning and development in large organizations of the Mining industry in Mongolia, the goal was to study the importance of retaining and engaging employees with special skills, properly evaluating and developing their capabilities, and the possibility of productive work. In the report, "9 grid boxes for talent management and identifying talented employees", CIPD (Chartered Institute of Personnel and Development) Professional Map, Professional Standards V2.4 skills mirror, "Skill matrix" model (2020), Mercer CED (Cullen Egan Dell), skill matrix job-functional analysis, DACUM, SCID, ISO TS 30428:2021 Skills and capability metrics, ISO DIS 30422:2021 Learning and Development, Competency standards, etc, it is concluded that Learning and development of employees with special skills should be implemented effectively in accordance with the business characteristics of each organization and the position, diversity, and generation characteristics of the employees.

Male experiences of work-from-home policy while raising children (0–11 years) during COVID-19: An interpretative phenomenological analysis

The United Kingdom (UK) workforce is under unprecedented strain because of the COVID-19 pandemic where many were forced to work from home. While working from home has been a longstanding part of flexible working arrangements and a key part of the Chartered Institute of Personnel and Development (CIPD) push for ‘good work’, it was never intended to be the only way that many work. Research suggests that there is a difference between male and female experiences of homeworking; existing literature focuses on women’s experiences combined with the additional responsibility of parenthood. The lack of research into the male perspective can largely be attributed to the lack of working from home, in this demographic, before the pandemic. The objective of the research was to develop an understanding of the lived experiences of fathers, during these exceptional circumstances. The research aimed to begin an important discussion around how working from home affects fathers, as well as mothers. Semi-structured, video conference facilitated, interviews allowed for in-depth qualitative data collection following an Interpretative Phenomenological Approach (IPA). Data analysis used IPA methods, which, due to the focus on lived experiences, allowed the voice of the participants to remain and for their interpretation of their experience to be the findings of the study. Challenging work-life balance was the central theme developed as well as six superordinate themes. This paper brings together five fathers’ experiences of working from home during the COVID-19 pandemic. It shows that these men found it hard to find balance in a world of blurred boundaries; this impacted on them physically and mentally and put unique strains on their relationships. This study is a base for further research around how the pandemic has changed the way the economy works and begins to contribute towards the gaps within existing literature. 

Managing and supporting employees experiencing domestic abuse

Chartered Institute of Personnel and Development (CIPD) and the Equality and Human Rights Commission (EHRC)

PEDAGOGY AND QUALITY ASSURANCE IN THE DEVELOPMENT OF ONLINE LEARNING FOR ONLINE INSTRUCTORS

The last six years have seen an increasing interest in the use of online technologies for delivering training in the UK, as employers recognize that these technologies can offer a more economic and flexible training package that can be tailored to the priorities of a company and its employees. This article explores the development of the Certificate in Online Learning course, a course developed by an academic organization, The Sheffield College, in partnership with the Chartered Institute of Personnel andDevelopment. The article considers the way in which the strengths and experience of the partners have been brought together to build a new and robust course, based on sound pedagogical principles, that addresses the needs of corporate trainers in the development and delivery of online training. In addition, the article examines the role of the Open College Network, the accrediting body for the course, in ensuring its continued development.

Remote working in research: An increasing usage of flexible work arrangements can improve productivity and creativity.

EMBO Reports (2019) 20: e47435[OpenUrl][1][FREE Full Text][2] Remote working—or flexible working arrangements—is becoming increasingly popular in scientific research, driven by both social trends and advances in technology. The major benefits—the ability to continue careers while starting families or avoiding the upheaval of moving for a temporary position—often outweigh disadvantages, such as the lack of face‐to‐face encounters around a laboratory or meetings. There are also unanticipated advantages, such as increased creativity resulting from an improved work–life balance, which has spurred not just scientific research, but also other professions to adopt flexible working. According to a survey by telecoms group Vodafone, 75% of companies worldwide have now introduced such policies, and of those 83% reported improved productivity (https://www.vodafone.com/content/index/media/vodafone-group-releases/2016/flexible-working-survey.html). > The trend for flexible work arrangements is being driven not just by technical advances, but also cultural changes as workers themselves demand greater flexibility. The trend for flexible work arrangements is being driven not just by technical advances, but also cultural changes as workers themselves demand greater flexibility. A recent survey of nearly 10,000 people working in Australia, Canada, France, Germany, the Netherlands, Scandinavia, Spain, the UK and USA by Fuze, a provider of communications services in Boston, USA, found that 89% think that flexible working should become normal, and 54% would move jobs to obtain a better work/life balance (https://www.fuze.com/future-of-work). Research from the CIPD (Chartered Institute of Personnel and Development) spanning five leading European countries corroborated anecdotal reports of improved productivity through flexible working and also indicated longer‐term health benefits through reduced stress. Specific data for the life sciences are sparse, but it is hard to find a laboratory, biotech or pharma company nowadays without at least some remote working arrangements. Although bench work is harder to perform remotely, a growing amount of observation and analysis can be performed at a distance. Moreover, … [1]: {openurl}?query=rft.jtitle%253DEMBO%2BReports%26rft_id%253Dinfo%253Adoi%252F10.15252%252Fembr.201847435%26rft_id%253Dinfo%253Apmid%252F30530631%26rft.genre%253Darticle%26rft_val_fmt%253Dinfo%253Aofi%252Ffmt%253Akev%253Amtx%253Ajournal%26ctx_ver%253DZ39.88-2004%26url_ver%253DZ39.88-2004%26url_ctx_fmt%253Dinfo%253Aofi%252Ffmt%253Akev%253Amtx%253Actx [2]: /lookup/ijlink?linkType=FULL&journalCode=embor&resid=20/1/e47435&atom=%2Fembor%2F20%2F1%2Fe47435.atom

A comparative study of practitioner perceptions of selection methods in the United Kingdom

In this study, 476 participants, divided into occupational psychology (OP)‐, Chartered Institute of Personnel and Development (CIPD)‐, human resource management (HRM)‐qualified, and layperson subgroups, provided their perceptions of the validity, fairness, and frequency of use of employee selection methods. Results of a mixed‐effects analysis of covariance revealed that respondent qualification background predicted the degree to which participant validity perceptions were aligned with research‐based estimates of validity, F [3, 29.39] = 20.06, p < .001, η2 = .67. Corrected pairwise comparisons suggested that perceptions of participants with CIPD and HRM backgrounds were not significantly more aligned with research estimates of validity than were the perceptions of laypeople. OP participant validity perceptions were significantly more aligned with research estimates than all other subgroups, (p < .03). Evidence was also found for some between‐group consistency regarding frequency‐of‐use perceptions, but less between‐group consistency was found vis‐à‐vis perceptions of fairness. Implications for decision‐making in employee selection are discussed.Practitioner points Knowledge about employee selection measures might not be effectively shared between those with CIPD‐ and HRM‐related qualifications versus those with OP‐related qualifications. Laypeople and respondents with CIPD‐ and HRM‐related qualifications were found to deviate similarly from up‐to‐date research findings about the validity of selection measures. Respondents with OP‐related qualifications were more closely aligned with up‐to‐date findings about the validity of selection measures than were other comparison groups.

A manifesto for higher education, skills and work-based learning

PurposeThis paper is prompted by recent professional and political events and specifically the politically oriented “Manifesto for Work” recently published by the Chartered Institute of Personnel and Development (CIPD). The purpose of this paper is to propose a manifesto for the broad professional sphere of higher education, skills and work-based learning.Design/methodology/approachThis paper utilises a unique form of political ideology critique, applied to the CIPD’s manifesto for work, to propose alternative directions for practice, research and policy.FindingsThis paper highlights four key areas which need further research and development in the area of higher education, skills and work-based learning. These are discussed in relation to: overhauling corporate governance; inclusive workplaces, flexible working and disadvantaged groups; investment in skills, lifelong learning and well-being; and re-balancing working practices and rights.Research limitations/implicationsThis paper highlights areas for further research in the broad professional area of higher education, skills and work-based learning.Originality/valueThis paper is a unique, time-bound political respond to the current political landscape, and is the first to propose a manifesto for the professional sphere of higher education, skills and work-based learning.

Interview with Michael Armstrong, co‐author of Evidence Based Reward Management

PurposeThe purpose of this paper is to provide an interview with Michael Armstrong, joint Managing Partner of e‐reward and former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD).Design/methodology/approachThis briefing is prepared by an independent interviewer.FindingsIn this interview, Michael discusses his new publication, Evidence Based Reward Management, which provides HR professionals with the means of measuring how the reward and pay of employees contribute directly to the performance of organizations.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueIt is important to ensure that everything done to develop and improve reward practices is evidence‐based. If organizations do not try to collect and analyze the evidence required to measure reward effectiveness they are not in a position to identify where improvements are required and do not have the information required to decide on the nature of such improvements.

A new era for HR?

You've got to feel sorry for the beleaguered Human Resources manager. Never a big favourite with other managers, the HR supremo has a reputation for being a corporate henchman, the slasher of salaries and the harbinger of all things doom-related. But are these stereotypical images out of date? According to Jackie Orme, chief executive of the Chartered Institute of Personnel and Development (CIPD), there's a revolution going on, albeit a quiet one. Industry's key gripes about HR can be summarised in terms of costs, which represent a big factor, followed by the impact in the past 13 years of the avalanche of regulations and legislation cascading from government departments. Finally, HR people, with their palpable enthusiasm for 'soft' skills, appear to have little interest in business or strategic issues.

The thinking styles of human resource practitioners

PurposeDrawing upon Sternberg's theory of mental self‐government, this paper aims to investigate the thinking styles and workplace experiences of 152 human resource (HR) practitioners pursuing Chartered Institute of Personnel and Development (CIPD) membership. It seeks to explore whether their thinking styles complemented their jobs and consider the implications for the CIPD's notion of the “thinking performer”.Design/methodology/approachA two‐part questionnaire, including the Thinking Styles Inventory‐Revised II (Sternberg et al.) is completed by the research participants to identify their Type I (creativity‐generating) and Type II (norm‐favouring) thinking styles. Six focus group sessions are also conducted to gather insights about the participants' workplace experiences.FindingsOn average, participants scored more highly on Type I thinking styles. Although this suggested their thinking styles are consistent with the “thinking performer” ideal, focus group participants doubted whether the creativity‐generating attributes of Type I suited the reality of the HR function, which is described as being awash with rule bound behaviours. Particularly, this is the experience of junior staff, who felt unable to challenge senior management or contribute to the bigger picture. Correlation coefficients revealed that age, length of service with current organization and perceived autonomy at work are the most significant socialisation variables.Practical implicationsEmphasis on strategic matters in CIPD courses needs to be balanced with a greater recognition of the operational and routine reality of much HR practice.Originality/valueThis represents the first known attempt to test thinking performer construct amongst HR practitioners. The study combines questionnaire and focus group methods.

The steady rise of CSR and diversity in the workplace

PurposeThe purpose of this article is to show how two specialist advisers from the Chartered Institute of Personnel and Development (CIPD) provide practical advice on corporate social responsibility (CSR) and diversity.Design/methodology/approachThe article includes two best practice guides based on the experience and quantitative and qualitative research of the CIPD. The first half focuses on CSR, what it means in the workplace and how HR professionals can implement or encourage its take up in a strategic and meaningful way. The second half tackles diversity, explaining its role in the workplace and its importance to HR professionals in helping organizations gain competitive advantage.FindingsThe strategic importance of both issues provides HR with an opportunity to demonstrate its strategic value to the organization. People policies and people management are at the heart of CSR and diversity.Originality/valueCSR and diversity are similar, in that they both have to be approached with serious intent that results in effective delivery. Purely paying lip service, or poor implementation, is most likely to have negative implications for the business. There are also differences between the two, a key one being that there are best practice approaches to guide HR professionals in approaching CSR, whereas diversity is a more complex concept that relies on approximate reasoning.

Compensation across borders

Frances Wilson, international manager at the Chartered Institute of Personnel and Development (CIPD), and freelance journalist Peter Williams examine reward and recognition from a global mobility perspective and look at how Cadbury Schweppes is managing global growth through reward design principles.

CIPD Conference report

PurposeThe purpose of this paper is to provide a short review of some of the sessions at the Chartered Institute of Personnel and Development (CIPD) Conference.Design/methodology/approachThe paper reviews a number of sessions held at the CIPD Conference.FindingsThe paper finds that session tracks covered: “Strategy and leadership”, “Managing change, how HR can make the difference”, “Driving your organization's performance”, “Managing talent, today's issues”, “Tomorrow's workforce”, and a workshop track featuring some six “How to” sessions.Originality/valueThe paper provides a brief review of some of the sessions covered at the CIPD Conference.

Branding:: A New Performance Discourse for HR?

In this paper we explore the potential for HR professionals to draw on the branding literature as a new performance discourse, which increasingly is believed by organizations such as the UK-based Chartered Institute of Personnel and Development (CIPD) to be a key area of interest for their members. We believe that such an interest is more than a passing fad because of three important trends: the importance of corporate and global branding, the development of the services-based economy in all advanced economies, and the growing importance of intangible assets and intellectual capital as sources of strategic advantage. In making our case, firstly, we outline some of the emerging evidence on the branding-HR relationship. Secondly, we bring together diverse sources of literature from marketing, communications, organizational studies and HRM to produce a model of the links between branding and HR and set out some propositions that may serve as a future research agenda and guide to practice, and illustrate these with some case study research. In doing so, our overall aim is to help HR specialists make a stronger claim for inclusion in the brand management process and, by extension, into the core of strategic decision-making in many organizations.

Human Resource Advantage in the Networked Organisation

It is often assumed that firms have freedom of choice over their HR policies and practices, however, the networks within which they operate suggest that the HR practices themselves may be influenced by clients, suppliers, partners and other collaborators. This paper aims to examine the development of HR policies and practices as a consequence of the exercise of strategic choice within the network. The influence of networks on competitive advantage is particularly evident in knowledge intensive firms (KIFs) that rely solely on their human capital to generate intellectual capital. We present three software firm case studies to illustrate various types of influences that the network may have on the HR Advantage of a firm. Key words: Network Influences, Human Resource Advantage, Knowledge Intensive Firms, Strategic Choice, Network Advantage Introduction Knowledge intensive firms (KIFs) typically operate in networks which include clients, suppliers, partners and other collaborators (Grugulis et al. 2003; Nohria/Eccles 1992). Their success depends vitally on how effectively knowledge flows within the firm and the network so that it is transformed into innovative products and services. This competitive advantage is built upon the human and social capital which makes up the unique trading assets of the firm (Alvesson 2001; Frenkel et al 1999; Lei et al 1999; Newell 2001; Purvis et al 2001, Starbuck 1992; Swart/Kinnie 2003). Successful firms are likely to posses a Human Resource Advantage where superior HR policies, practices and processes support this competitive advantage (Mueller 1996; Boxall 1996; 1998; Boxall/Steeneveld 1999; Boxall/Purcell 2003). Our aim in this paper is to examine the influences on and impact of the development of this HR advantage in knowledge intensive firms. In particular we focus on the interactions between the focal firm and other members of its network and see the development of HR advantage as a consequence of the exercise of strategic choice within the context of external constraints (Child 1997)1. We draw on research conducted into three software firms as part of a project sponsored by the Chartered Institute of Personnel and Development (CIPD) in the UK. Previous Research Much of the previous research in the field suggests that managers have a high degree of choice when selecting the appropriate HR policies. The exercise of choice by managers is seen as central to the strategic HRM approach which has been defined as a process involving planning, analysis, debates, the exercise of power and learning (Boxall/Purcell 2003:36). The way in which choice over HR is exercised has been the subject of extensive debate in the field (Child 1997; Purcell 1999). The 'best fit' approach implies that managers are able to choose the most appropriate HR architecture (Lepak/Snell 1999) which either fits with their external competitive strategy or with their internal structures and policies. This view has been subject to extensive criticism and debate and Purcell (1999) described this as a chimera. The alternative view suggests that managers will select a set of best practices which have been proven elsewhere to have a beneficial effect on the performance of the organisation. Indeed, various authors (Pfeffer 1998) have sought to identify the practices which are applicable in all circumstances. Purcell (1999) described this approach as a 'cul-de-sac.' More recently attention has shifted to the resource based view of strategy which argues that competitive advantage is gained from resources which are valuable, scarce, inimitable, non-substitutable and appropriate (Boxall/Purcell 2003). In the HRM arena this has promoted a discussion of what has been referred to as the acquisition of HR advantage (Mueller 1996; Boxall 1996 1998; Boxall/Steeneveld I999; Boxall/Purcell 2003). This is comprised of the human capital advantage (HCA) and organisational process advantage (OPA). …

The professional practitioner

The commitment of individuals to development in general and personal development in particular is critical to longer term organisational success. In a wider sense it is claimed that organisations are able to support and enable change through training and development. However individuals find it difficult to recognise investment in training and development for them as individuals. In particular professional qualifications are pursued because they are recognised as important for CVs, personal profile and career development. The Chartered Institute of Personnel and Development (CIPD) Professional Assessment Scheme is a flexible, suitable opportunity to allow both personal and professional development to be pursued. This article examines the CIPD scheme and its benefits for both the individual and organisation and concludes that although the scheme offers an opportunity for organising professionally related learning in a systematic way there are a considerable range of benefits which have hitherto gone unrecognised.