Home > Blog

Human Resources in Government

New year, new job...maybe not
January 12, 2011
Posted by Dean Shoesmith

Seasons Greetings US Bloggers,

New Year, new job…maybe not

In the halcyon days of the UK recruitment advertising industry I can recall copywriting doyennes groaning when clients (like me!) clamoured to use the hackneyed strap line ‘New Year, new job’ for the next big bout of block advertising in one of the national newspapers. 

But is this going to be the case for 2011? 

UKunemployment figures produced by the Office for National Statistics on 15 December 2010 suggest otherwise. The statistics call into question the speed of the UK economic recovery as unemployment peaked at over 2.5 million -indicating the private sector economy remains insufficiently buoyant to absorb public sector job loss. The jobless rate is on an upward trajectory at 7.9% and the number of people employed in the public sector shrank by 33,000 in three months from August to October 2010. Chartered Institute of Personnel and Development (CIPD) chief economist, John Philpott, has commented, “…positive momentum built up earlier in 2010 appears to have run out of steam even before the full impact of the coalition Government’s spending cuts and tax hikes (Value Added Tax – taxation at source to goods, products and services-  to 20%) take effect”. 

Recruitment industry experts, instead of persuading their clients to adopt more original advertising concepts for 2011, appear to be focussed on the stagnant state of the jobs market. There is concern that those eligible for work in the UK are increasingly forced to take part-time roles because they cannot obtain full-time employment. 

Graeme Leach, chief economist for the Institute of Directors, shares some of the concern, “The labour market looks very flat, and doesn’t fill us with confidence about the pace of economic recovery”. 

Let’s hope the UK Government’s initiative of 24 new Local Enterprise Partnerships will help kick-start the economy and, for my part, we see local investment cycles developed so that businesses are supported to grow whilst a number of public sector colleagues may move across sectors as we witness the biggest reduction in UK public spend in decades. 

We Brits hear that you have long-term unemployment and a flat jobs market Stateside…are the employment trends consistent both sides of the Atlantic? 

Dean

 

 

 

Comments (0) | Add a Comment

Fairer Fare?
December 15, 2010
Posted by Dean Shoesmith

Will Hutton, adviser to the United Kingdom government on public pay policy issued an interim report in December 2010 ‘Hutton review of fair pay in the public sector’ that looks to tackle the thorny issue of senior pay and pay ratios in the public sector.

I anticipated the publication of the report with trepidation and braced myself for the next wave of media frenzy over the so-called ‘town hall fats cats’.

However, after reading the report I was pleasantly relieved to see some of the conclusions (in my opinion) made eminent sense and Will Hutton seeks to lay certain ghosts to rest, such as,

‘There are widespread myths. In general pay at the top of the public sector …is lower than in comparably sized listed companies…yet many public organisations pose no less managerial challenge than their similarly sized private sector counterparts’

Will Hutton also makes the point about the exponential increase in chief executive pay over the last 20 years in the FTSE top 100 companies – something I highlighted in my recent blog post ‘Big Bucks’ on the Public Sector People Managers’ Association (PPMA) website, http://www.ppma.org.uk.

Much has been made of pay ratios in the press between the lowest paid employee and the chief executive role. Will Hutton’s report also raises this issue and the ratio of 20:1 is featured.

If you read my article ‘Top Pay Poppycock’ in Management Journal magazine, September 2010, I covered the fact that most public sector chief executives’ pay would represent a ratio nearer 10:1 than 20:1 – and the highest paid Local Government chief executive has a pay ratio disparity of 1:40 compared with the chief executives of Tesco and Sainsbury.

I’m not convinced a rigid pay ratio cap would be the answer – and in fairness Will Hutton whilst obviously contemplating this approach recognises that, ‘…it would need careful design to avoid harming recruitment and retention’

Why not use the ‘comments’ feature and let me have your views?

Comments (1) | Add a Comment

Hey, That's Not in the HR Answer Book!
August 16, 2010
Posted by Jacqueline M. Wehmeyer, IPMA-CP, SPHR, PPP

Last week, my 3 year-old son pushed his twin sister into the wall (good times...), causing a nice cut to the lip and lots of tears.  Upon realizing I had no ice, I improvised by holding a bag of frozen corn to my daughter's face.

Me:  Are you feeling better?

She:  Are you a doctor?

Me: No, sweetie.  Sometimes mommies know what to do, and sometimes they don't.

She:  Like corn?

I'm sure any of you who are parents know what it's like to have to come up with a last-minute, unplanned, oh-no-what-do-i-do-now? kind of solution.  And it's usually not quite as professional as a doctor-prescribed solution, but somehow it works.

As HR professionals, we not only invite employees and managers to seek advice from us, we practically BEG them to, especially when they have a history of not making the best choices.  Most times we have helpful advice, and the issues discussed are a various offshoot of the stuff we've heard a million times before... nosy coworkers, late employees, mediocre performance, and the like.  Sometimes, though, we have that moment when we are stumped.  Just when we think we've dealt with it all, a new problem presents itself and we are supposed to have an answer.  And the employee needs it NOW.  Hmm... speed-leafing through the pages of our mental HR answer book, we don't seem to find what we need.  Help!  We're HR, we're supposed to have the answers!  Then we piece together bits of past experience, some best practices from our peers, and our bag of frozen corn, and somehow it works. 

The best experiences are shared with others... what creative solutions to interesting issues have you come up with lately?  What is the last problem you were presented with that you never thought you'd hear?

Comments (0) | Add a Comment

In Local Government, Ideal Isn't Ideal Anymore
June 2, 2010
Posted by Marnie E. Green

Personally and professionally many of us have been content with the status quo. And it's worked for us. I know you are saying, "Hey wait! I'm innovative!" and you probably are in many ways. Still, we are now presented with opportunities to reinvent our world like never before. Let's take a look at the commonly held beliefs that we've always assumed were the pathway to success. For example, we've been told that:

  • Our home is our biggest investment
  • Leaders should be trusted
  • A college education will guarantee a secure future
  • A long career will lead to a a secure retirement
  • The stock market will always go up--eventually
  • Hard work will pay off
  • If you keep your nose clean, you will be rewarded
  • Public sector employment is stable and secure


The current economic recession has lead us all to reassess what "reality" really is. On an organizational level it may mean fewer customers served or reduced revenue. On a public level it may mean fewer services or reduced service hours to citizens. On a family level it may mean fewer meals eaten out or staycations instead of vacations for awhile. On a personal level it may mean giving up the gym membership in return for at-home workouts or fewer Starbucks visits.

The "way it used to be" will never be again. I'm confident that our future will be brighter and stronger than ever before. I'm excited about the possibilities of a new "reality" that is massively improved over our world today. To get there, we have to be willing to give up our "reality" in favor of a new ideal. We can't think outside the box anymore. There is no box!

The Eagles, one of my all-time favorite bands, has a song called, "Get Over It." It could be the anthem of 2010. We have to reassess our long-held beliefs and be willing to let go of "the way it's always been." We have to be willing to envision a future, be it professionally or personally, that does not look like today. I get it. I know it's a scary proposition. But we have to get over it and get on with it. And as leaders, our job is to help others get over it. The future is bright.

Resistance to change comes in many forms: bargaining, arguing, passive protests. You are probably seeing these behaviors in the organizations you are a member of. For example, the stakeholders in one of my client organizations are debating how to maintain current service levels with fewer resources. All the creativity and resourcefulness in the world will be necessary to meet that objective. The reality is that the ideals of the past are not a reality in our current environment.

The way things "should" be may not be relevant in today's world. What are your long-held beliefs about how things should be? How can you challenge the beliefs of others in order to create a new ideal?

Comments (0) | Add a Comment
expectations, HR, ideals, public sector, strategic planning, the Eagles, vision

Ten for 2010
June 2, 2010
Posted by Marnie E. Green

When we are in the middle of turbulence, we look for the smooth patch of air.  That’s exactly what I saw a client do last week and it was a great example of providing vision in the midst of uncertainty. 

During my training on mid-year performance conversations for managers and supervisors at the City of Richland, WA, the City Manager Cindy Johnson made a brief appearance.  Ms. Johnson has been using a structured, focused strategic planning process to guide the City Council and the staff toward big outcomes and a new organizational culture.  She is making tremendous progress. During the training she told the group that it’s easy to lose sight of the contributions we each make to the bigger picture.  Amidst budget cuts and shifting City Council priorities, individual employees sometimes forget that their daily work is contributing to a better community.

To prove her point, she distributed an index card that she called “Ten for 2010.”  The card listed ten projects, community events, and organizational changes that reflect some of this year’s planned accomplishments.  A few of the items on the list were already completed.  She briefly mentioned each item and acknowledged individuals in the room who had contributed or supported each effort.  There was something on the list that reflected almost everyone’s work. 

The accomplishments included a redesign of the City’s website, progress made towards public works projects, and an upgrade to the City’s emergency communications system.  There was also something “new” on the list for everyone, illustrating that while each employee makes a significant contribution, they often do not know the collective result.

City Manager Johnson seized an opportunity to reinforce the contributions of each staff member through this simple exercise.  She also plans to take the “Ten for 2010” card to Rotary meetings and other community events.  She’ll make sure each Councilperson has copies that they can distribute too.

“Ten for 2010” is one little tool that can bring a patch of smooth air to your organization, even if you are facing turbulence.  What are your “Ten for 2010?”

Comments (0) | Add a Comment
employee communication, focus, goal setting, human resources, Richland, strategic planning, vision, Washington