Previous Article Next Article This week’s letterCulture shift is the key to being more effectiveI read with interest ‘Age-old attitudes may be difficult to change’ (Legal,4 February). Surely, as employers, we should be looking for individuals – regardless ofage, gender or race – who are best suited to fill the vacant role we have onoffer. Is it really the employer that is asking for irrelevant data on age, raceand gender to be given on all CV’s submitted, or is it the agencies we engageto fill these vacancies? I understand and fully support the need-to-know qualifications andexperience. However, I do not need nor want to know the age, race or gender ofa candidate. Agencies and candidates should be questioning the need forproviding this information to employers. The UK is in need of a culture shift where we concentrate on ensuring wehave the most effective and productive workforce to meet the global competitivechallenges, and ultimately this comes down to education, training, developmentand experience. This means that, as HR professionals, we need to gainboard-level backing for putting in place policies, practices and trainingprogrammes that support the changes the company needs to undertake. Raising awareness of the change in demographics has delivered considerablechanges to the opportunities now available to women. Employers are beginning toaddress issues around race as well. But how long will it take for us to wake upand realise that age too should have nothing to do with employment? If UK plc expects to be at the top of the business world in the globalarena, then we have to make the best use of all the human capital available tous and not allow stereotyping and prejudice to limit access to the bestcandidates for the job. Linda Klassen-Brown Group HR manager, Nisaba Group Leaders make the most of employees I agree with Stephen Overell’s suggestion that financial incentives are notthe most effective way of motivating employees and gaining their commitment(Off Message, 18 February). Our own research on motivation clearly shows that the strongest effect onboth engagement and performance derives from the quality of leadership and thevalues that prevail in the organisation. It’s about finding out what willencourage employees to go that ‘extra mile’ and likewise what switches themoff. Well-led organisations that consult and listen to their people and thenact and communicate against properly understood priorities have a much greaterchance of success. Raising pay or improving benefits will very rarely increase engagement ontheir own. Improving leadership, offering increased development opportunities,being creative about work-life balance and looking hard at improving thequality of work are proven to matter far more. Helen Murlis Director, Hay Group Action stations for tailored training I applaud the recognition of the need for in-house training in the article‘Employers must rethink managers’ development’ (News, 4 February). But I strongly believe there are great benefits to be attained from usingexternal suppliers. Increasingly, modern courses are based on action learningprinciples – enabling candidates to tailor their assignments directly to liveissues and priorities within their own business. It is not just the candidates that reap the rewards of action learning –this highly practical approach adds to an employer’s competitive advantage, byproviding instant in-house ‘management consultancy’. External suppliers of training also offer the added advantage of being ableto draw on the experiences of employees from a variety of organisations. We’ve seen it practised successfully in the US for a number of years, sowhen are we going to see its acceptance in the UK? David Towler Chief executive and principal, Cambridge Online Learning Comments are closed. LettersOn 11 Mar 2003 in Personnel Today Related posts:No related photos.