Welcome to our blog. Our newsletters bring the official updates from CHaRM, but here we post more personal views and comments regarding what is happening in the workplace.

It's time to change the economic commentary

As I listened to the news earlier this week I felt that the time has come to change the commentary about the UK and its economy. All the talk was about how the UK economy had only grown by 1.75% compared to other countries’ growth (1.9% in France; 2.2% in Germany and 2.3% in the USA) and how we were in danger of becoming the slowest growing economy of the G20 countries. So what? The key word in the commentary is that our economy is growing. When are we going to acknowledge that growing is good? Ok, so it is slow growth, but it’s still growth. Growth is good.

Having lived through two recessions in my working life, both of which have taken a toll on my finances, personally I would much rather have slow and steady growth than a constant boom and bust approach to life. Manufacturing is enjoying its best period for a long time and all the companies in our client base that are being dynamic and taking a modern approach to life are doing well. The only ones that aren’t are those that have either become complacent or are not modernising their practices, particularly with regard to people management practices.

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  • Date: March 15, 2018
  • By: Vicky Carr

The time has come to stamp out incompetence

A few weeks ago I felt very sad. The golf club that I had belonged to for 17 years closed overnight, without any warning, leaving members without a golf club and the golf professional without a living. Thankfully I had seen the writing on the wall and had left some months before but it did not stop me feeling very emotional and sad for all of my friends who were still there.

The closure of my golf club coincided with the collapse of Carillion. What a horrific situation for all of those people out of work, plus the impact on all of those smaller businesses who relied on Carillion – some of those were our clients.

The more I thought about these two things, the more angry I became on behalf of all those that I knew were affected. Two factors were at play in both scenarios – one was greed and the other was incompetence. It seems like an increasing number of people are directly affected by these factors these days. I can’t do anything about other people’s greed, but I can do something about incompetence in organisations.

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  • Date: March 5, 2018
  • By: Vicky Carr
  • Category: Learning and Development

Sexual Harassment - A storm in a D cup?

There are many phrases to describe what is currently happening in the world of Parliament and Hollywood, from "well isn't it obvious that this would be the case", to 'media frenzy', 'witch-hunt' and 'it's about time'. What worries me about this surge in both 'let's talk about it we'll all feel better', #metoo and the bandwagon jumpers who issued a list of parliamentary offenders without a shred of evidence against some people, is that the current employment protections that are provided by the law are being abused and overlooked by people using the press and social media to air views that may, or may not, be true.

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  • Date: November 28, 2017
  • By: Susan Rogers
  • Category: Human Resource Management

What makes the best, the best?

Those who know me know that I am passionate about training and developing people, particularly managers. It gives me a real buzz to see people grow in skills and confidence.

It was a real joy therefore to meet an Operations Manager recently who felt the same way. She, like me, had worked at Boots and had experienced some really beneficial personal and professional development. This Operations Manager had a manager working for her who she recognised was struggling in his role and she wanted to discuss what training and support we could offer him. That organisation continues to grow, in large part because they are not afraid to invest in people who can help them achieve that growth.

What a contrast it was to be contacted by another manager from a different organisation who did not really value training and wanted some management training on the cheap. It was obvious, when he realised there was a price tag associated with the training, that he was paying lip service to the idea. When he realised we were not going to play ball and deliver poor quality support, things went very quiet!

Employees will always deliver the quality of service that their employer deserves. Good quality takes time, costs a little more (not always a lot) but lasts significantly longer. When it comes to training, it is definitely worth the investment.

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  • Date: November 6, 2017
  • By: Vicky Carr
  • Category: Learning and Development