Previous Article Next Article This week’s lettersLet’s aim high together for HR’s sakeThere is no doubt that HR leaders and the CIPD have a job to do inconvincing employers that effective people management pays (Leader, 5 March). We have made huge progress over the past decade in compiling evidence of howpeople contribute to competitive success. Your Leader is wrong to say the CIPD is not addressing issues of relevanceto senior professionals. Apart from our long-running projects demonstrating thelink between people management and business performance, our frequent surveys,research reports, books and executive guides are widely valued as promoters ofbest practice. Our magazine and website also provide extensive information from whichpeople learn, benchmark and innovate. Our courses, conferences and branchevents are well attended – and senior professionals rate them highly. Furthermore, many senior professionals are actively involved with the CIPD,contributing time and energy to the institute and getting back value in termsof their own development. The CIPD’s initial qualification is designed to provide professionals withknowledge for the early stages of their career and prepare them for a move tostrategic partner work when they have more experience. But we have alsoadvanced practitioner standards for those with more experience, involvingformal programmes, networks and steering groups at the leading edge ofpractice. HR professionals have their work cut out to demonstrate their value in aharsh competitive world. The CIPD is with them every step. Surely it is time westopped putting up divisions so we can all move forward together in raising thestandard of people management. Ward Griffiths Assistant director general, CIPD Sex bias is bad for business The report behind the news story ‘Putting family first holds back careerwomen’ (News, 5 March) has some salutary messages for employers. Opportunity Now’s research into women in non-management roles in the UKshows that the barriers to women’s advancement are subtle but firmlyentrenched. HR needs to drive cultural change programmes to develop greaterunderstanding between genders at work. Flexibility has a positive impact on retention, and it also enables betterpay, more interesting work and promotion. Line managers must also be given the right tools and training to get themost out of their non-managerial staff. Better access to training is vital ifthese women are to achieve their potential. Over half of respondents did notbelieve their potential was being fulfilled – a waste of talent and bad for UKbusiness. Sue Morrell Communications manager, Opportunity Now Don’t relax the rules on stress The recent Court of Appeal ruling overturning three awards for stress atwork (News, 12 February) should ring alarm bells. Not because of unshackled compensation culture, but because of the dangerthat employers will use this as an excuse to sit back and relax. It is vital the mental health of staff is a priority. The CBI estimates thatworkplace stress was the second biggest cause of mental illness in 2000 andcost £5.6bn. The Court of Appeal backed a pre-emptive approach, so any problems can beidentified and support given early. Employers who ignore this will be thelosers. Gil Hitchon Chief executive, Mental After Care Association LettersOn 12 Mar 2002 in Personnel Today Comments are closed. Related posts:No related photos.