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Array ( [0] => We are an international charity with 600+ employees in the UK and we currently use the local authority NJC pay scales as a reference for all salaries within the organisation. We do not have any formal job evaluation or salary grading system in place and we are looking for advice on how to go about the process of conducting a formal pay review. We are particularly interested in the link between the salary level of the Chief Executive and the other Senior Managers within the organisation. Should we adopt a 'top down' or 'bottom up' approach, or is it better to deal with the whole organisation. What are the legal implications/pitfalls? As we are a charity, we need to do this as cheaply as possible as we do not have available funds to undertake a costly exercise. Any advice on the issues we need to consider along with potential pitfalls would be gratefully received. ) Array ( [0] => We have always recruited Sales Directors from within (internal promotion) however their is an opportunity to extend the team but anyone who has less than a 70% fit is for me a risk to our business and the sales team they manage. Does anyone have any ideas/format/process or procedures that could help me simply identify the gaps and accelerate the learning process with damage limitation or should I go outside? ) Array ( [0] => Our Chief Executive retires in 18 months time and we are beginning to consider his replacement. The current Chief Executive has been with the organisation for 16 years and during that time has overseen a dramatic growth in the organisation's size and scope of activities. He is a charismatic leader and is extremely popular throughout the organisation. The organisation is very much a reflection of his vision and commitment. We would appreciate any advice on how we should be going about the process of finding a new Chief Executive, particularly whether we should advertise and manage the process ourselves or whether we should ask a recruitment agency to deal with this. We would be interested to hear from other organisations that have replaced a founder/leader and the style of management that is most appropriate for future development. ) Array ( [0] => I am studying for an MBA and for my dissertation I have decided to pick the topic of "Culture Change" while I will be able to get the information I need internally I would interested to hear your views on how your organisation has coped, stories on heartache, success or failure etc would be helpful, and more in particular if there are any articles or books you think I should be reading please let me know. ) Array ( [0] => Historically the focus within the department have been on refining "production process" to deliver quality improvement, concentrating on delivery and cost management. Recently there has been a move to a more holistic approach in the production of our product. Although cost management and delivery have improved the quality and added value within the product has decreased. Each Senior Manager has their favorite silver bullet quality management programme e.g. Six Sigma, TQM, ISO, Kaizen, etc and expect results instantly without having to change. The question is has anyone had any success in improving quality, how did they succeed and what tools had the most value? ) Array ( [0] => We have a senior individual in our organisation who is very bright, experienced and intellectually capable but who is not a natural leader, not good with people and, while they "get it" intellectually, "doing it" often seems to be a problem where leadership challenges are involved. The decision we have to make is whether to part company now or, given that they themselves acknowledge the ways in which they ought to change, whether there are personal support and development processes that we could supply that might be effective in addressing their weaknesses. To this end it would be helpful to talk to anyone with experience in coaching or mentoring senior people and in getting them to change behaviour. Also from anyone with experience of working under such a person and their impression of the effects that person had on the organisation. ) Array ( [0] => We are currently considering a securitisation exercise for part of our business. If we decide to proceed in the next few months I will probably lead this exercise. I am familiar with the business benefits of such an exercise. However, I would welcome first hand experience of the securitisation process itself, which is something new to me - in particular key pitfalls to avoid in order to ensure a timely and cost-effective process. ) Array ( [0] => As the new MD of a subsidiary business I am faced with challenges that often seem immoveable, particularly as we operate in a matrix management structure. I have a great management team around me who do a lot to keep the wheels in motion, provide information in a timely manner and are keen to help however I believe over time they have become worn down by the constant bureaucracy and in many cases go for the line of least resistance. My challenge right now is to get them re-motivated, back to being passionate about what they do and importantly, to proactively allocating time to areas of their business and personal development that are important but not always urgent. Any suggestions or ideas without marginalising their expertise. ) Array ( [0] => I have two events coming up on a shoe-string of a budget (usual story), the first is a sales KO meeting to about 80 people in the IT industry (in the SE) who need to really believe in the power of the team and recognise that its 'them' who make the difference. The second is a sales and operational managment team meeting whom I know want to make a difference and just need to believe they can take the occassional risk and get creative to help make things happen. Does anyone have any suggestion? Oh and by the way it needs to be FUN as well and is planned for Apil '04. ) Array ( [0] => The construction and developments side of our business is looking to build its brand on a quality and value for money proposition, but perhaps more unusually for such business, excellent customer service. I would therefore be interested in talking to people who have experience of building this type of customer service model, but applying it outside of the normal markets, and creating a value proposition in a business-to-business environment. ) Array ( [0] => Our company is entering a period of unprecedented change. Although we can forecast the capacity we need in each of our key resource areas and are used to managing complex interdependencies, we have no objective way of assessing in advance how much change the organisation as a whole can withstand at any time. Feedback loops tell us when we’re beginning to burn up but these reflect decisions taken in the past. We need to anticipate not only the solid, measurable elements but also the wider, more intangible aspects of our business. Does anyone have a tried and tested, structured approach for modelling how the temperature will change in their organisation across time, and at what point things begin to melt, before they light the fire? ) Array ( [0] => I am keen to discuss a people issue that is affected by Tupe, probation (trial period with employer) and DDA aspects. ) Array ( [0] => I have been asked to do some work in Asia (China and HongKong) Part of that work will be to energise a multi site team and get them to get to know each other better, and to collaborate more. With a UK audience this is a piece of cake - but I do not know theChinese/Cantonese culture - Has anyone got experience of this ? If so I would love a quick chat Thanks ) Array ( [0] => I'm trying to get some sort of industry definition which defines the predictive calculation of life time value, ie NOT just a customers total spend to date. Can anyone clarify the measurement or is it unique to each business? ) Array ( [0] => Several organisations I work with face the issue that their HR people are high quality, knowledgeable and have a wide understanding of exciting useful services that different suppliers can offer. However, the people and businesses they are there to support either have no time or no interest in taking on board these new - often better- solutions. It has been dscribed as "everyone here wants the company to develop them and their skills - but when it comes to it they haven't got/ won't make time to go on any courses or do any development work." Or - sometimes - "I'll look like I don't know what I'm doing if I get coached/mentored/go on development courses" How can HR people influence such cultures? Who needs to be involved? Are there any practical examples of businesses changing to a learning culture and showing real business growth as a result? ) Array ( [0] => We are about to undertake a piece of work to identify the best location for new call centre sites (either in the UK or overseas). Apart from the obvious measurements on pay rates and availablity of suitable people, are there any models that have been used elswhere to make effective comparisons between different locations and also to identify the optimum size of call centre for a particular location? In addition to the above, has anyone got great experience to share regarding a positive engagement with Trade Unions during this evaluation process? ) Array ( [0] => I would like to talk through experiences others may have regarding two areas: Developing a supply chain strategy for the Republic of Ireland Any work UK based organisations have done to pool requirements and share supply chain solutions ) Array ( [0] => An 8 strong divisional mgt team has been through a strategy renewal process resulting in strong alignment and agreement on the way forward. As a regulated business they must meet tight financial and service goals. Key behavioural shifts are needed including achieving excellent financial and not just technical project delivery, much better data integrity to allow better asset management, and flexibility in working practices to allow more cost effective delivery solutions. The renewed strategy has been successfully communicated to the top 50 managers and a range of initiatives have been started. Progress on each initiative is monitored carefully. The top team now wants a process to help them evaluate overall progress against the strategic goals, how to check for gaps or blind spot and how to keep momentum. Any specific ideas on how to do this? )