Simon Baker

What does TA / HR look like in 2035? It’s a question we have been kicking around with the House of Visionaries community. Now 80+ strong following our London launch event earlier this year. 💪 We are co-creating a future-focused report covering a brief look at today, the megatrends that will shape our future, and the practical steps needed to elevate our functions. 😎 The report is aimed at empowering TA and People leaders with practical steps, and some thought on overcoming potential challenges on the horizon, helping you influence and plan for the future. By contributing to this survey you'll get first dibs on the findings and insights from the UKs most influential leaders. Complete this anonymous 5 minute survey and write “FUTURE” in the comments. 👇 https://hubs.la/Q02wDXRJ0 Feel free to share with other influential leaders you know 😉 Ben Rutter, Robert Hussey, Shaun Robinson, Christina (Smith) Harris

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Some interesting insights in the CIPD Resourcing and talent planning report 2024, did you know: Retaining new recruits is an issue for many organisations, 41% of businesses that recruited in the past 12 months said new recruits always, mostly or sometimes resigned within the first 12 weeks. 27% said that selected candidates always, mostly or sometimes failed to turn up on their first day. 34% of organisations are using career-returner programmes to access skills (think 55+ who exited the labour market post-pandemic). 27% reported challenges with counteroffers and dropouts after offer acceptance. So what can employers do? If you are signed up for our weekly e-shot, next week, we will share some practical insights on how employers can address this. https://lnkd.in/ej9q-4ij

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Is leadership the only route to seniority? It's refreshing to read this HR magazine article supporting the idea that leadership should not be the only route to seniority - that we should have an expert channel and a leadership channel - of equal seniority, attractiveness and importance. Author Alys O'Neill says "organisations need to offer two distinct, but equally valued, career roadmaps for employees: one for those who want to continue developing their specialist skill set – the cut and thrust of sales for instance – and the other for those who genuinely want to lead, inspire and help others grow." Do you agree? For the full article, see the first comment below ___ I'm Rebecca Houghton founder of BoldHRⓇ with Rebecca Houghton and advocate of Middle Managers everywhere. To learn more about B-Suite Leaders with C-Suite Impact, click the link below: https://b-suiteleader.com/ Follow me to learn more about how to harness the untapped potential of middle managers. #boldhr #leadership #bsuite #careers

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Are you a CPO/CHRO/HRD interested in a deeper discussion, thinking about how we systemically address the challenges of being a People Professional in the world of work today? And how we can create environments for People/ HR teams that reflect the real world challenges of our work? Look no further 👇

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First, I am not looking to take anything away from this great group of HR practitioners. I congratulate you all and wish you well. However, I do wonder about the process: how can - not one FTSE100/250 CPO be on the list of influential practitioners? Some of the most complex, transformative and important initiatives are taking place in that group of companies. Not saying that size is everything, but companies in 20-100+ countries, over billions of pounds of revenue, with over 4,000 to 100,000+ staff going through significant business/culture change -- has got to have at least one influential practitioner. Time to revisit this process. BTW- I am already in the 'Hall of Fame' so nothing personal in this. HR magazine #HR

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I’ve just stumbled across this great resource from CIPD which I’m sure some of you will find useful. If you’d like to understand exactly what succession planning involves, the link between succession planning and talent management programmes, and the role of people professionals in the process click the link below to access a wealth of information. https://lnkd.in/eDUAyfkv #SuccessionPlanning #TalentManagement #BusinessSuccess

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The majority of HR practitioners feel unequipped to meet their organisation’s needs, and struggle to maintain a good work-life balance, research reveals. Do you agree? Well done on this great article Isabel Jackson, 👏 which shines a light on how many HR professionals are feeling right now. It was a pleasure to add my view to this article and comment on the research: Lisa Murphy, CEO of Limelite HR, said the profession has had to “rapidly develop new skills and knowledge” and “step up and help to steer and guide organisations, often at a detriment to our own wellbeing”. “This year we’ve already seen significant changes to the employment law landscape, but this may just be the tip of the iceberg if the political landscape changes following the general election,” she said. “We deal with very difficult situations but, unlike coaches or counsellors, there is no expected form of ‘supervision’ or formal support, and the training we’ve had often doesn’t equip us with the practical or softer skills needed to manage the most challenging of situations we have to face. “You only have to look at how many successful online HR communities there are to see that our profession is actively, sometimes desperately, seeking professional and emotional support from others, and feeling lonely, unappreciated and ill-equipped.” What do you think, should HR have more support for their own wellbeing, or even formal Supervision? Read the full article below ⬇️ #HRThinking #HRResearch #HRWellbeing

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12 years ago, I started my first job in HR. Today, I’m supporting companies to embed HR within their overall business strategies. Yet, there is 1 common piece of advice that I repeatedly share. And for far too long, it’s been holding countless businesses back ↴ You have to move away from strict box ticking when it comes to hiring. Everyone knows that when someone applies for a new role, they need to be a suitable fit for that job. But what happens when a strong candidate only meets 75% of the role’s skillset? (And this is a situation that most companies I’ve worked with have found themselves in.) From my experience, I take one stance ↴ Fit + motivation over skillset. Skills can be taught over a period of time. But making someone have dedication and motivation… that’s something you can’t inflict. You can rarely teach someone to genuinely have motivation. (Or make them feel that way.) So if someone is a perfect candidate, but maybe lacks a few skills - don’t immediately discount them. Because there are actionable steps you can take to overcome this: - Create a culture of learning. - Pair them up with trusted mentors. - Give them the time and space to learn. - Buy relevant books and efficient training courses. - Encourage them to attend conferences and events. When it comes to hiring, I emphasise this point time after time… Skills can be taught, experience can be made. But if someone isn’t caring or motivated? They’re never going to bring as much value to your business in the long run. Don’t be fooled by focusing only on the short-term gains.

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I read this morning in an email from Gartner, only 32% of HR Leaders say their HR Strategic Planning processes are fully integrated with their business processes. Such an interesting reflection of the state of HR integration within businesses. What do you think?

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With an increased spotlight on workplace relationships, are we asking the right questions to protect individuals? With lots of personal relationships starting at work, will a crackdown reduce openness, and therefore increase the risk of exploitation? Should declaration be mandatory? At what level does inappropriate take effect? If it is not against the law, but deemed to be inappropriate, what is the appropriate penalty? What is the business risk, and how do you safely implement controls? #Relationships #WorkplaceRelationships #HR

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HR, your pay structure is being eroded.   Wage compression is undermining your efforts to create a fair, motivated workforce.   Here's how to fight it.   With rising living costs and minimum wage increases, wage compression is now an unavoidable reality for many UK organisations.   And rising pay transparency among employees is only fuelling the fire.   HR leaders face a choice:   Accept this as inevitable or take bold actions to protect your pay systems and employee well-being.   The choice is obvious. And here are the steps you need to take:   📈 𝗘𝘀𝘁𝗮𝗯𝗹𝗶𝘀𝗵 𝗳𝗶𝘅𝗲𝗱 𝗽𝗮𝘆 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁𝗶𝗮𝗹𝘀 - Maintain a set gap between pay grades, while being mindful of the potential for upward pressure on wages. But be careful of pay inflation!   👩‍🎓 𝗟𝗲𝘃𝗲𝗿𝗮𝗴𝗲 𝗻𝗼𝗻-𝗳𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹 𝗿𝗲𝘄𝗮𝗿𝗱𝘀 - Offer bonuses, allowances, or development opportunities.   ⚖ 𝗗𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁𝗶𝗮𝘁𝗲 𝘆𝗼𝘂𝗿 𝗘𝗩𝗣 𝗮𝗻𝗱 𝗯𝗲𝗻𝗲𝗳𝗶𝘁𝘀 - Tailor your offerings to different employee levels, considering the trend towards equalisation of benefits   There's no one-size-fits-all solution   But to overcome these challenges, HR needs to find innovative ways to maintain fair, competitive pay structures   Got your own strategies and experiences? Share them in the comments below! 👇   #paycompression #livingwage #employeeretention #HR #hrstrategy #pay

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How does your organisation stand out in the crowded talent market? Our new Reward book offers a new approach by exploring the role of effective reward systems to attract and retain top talent. As well as delving into corporate organisations, the book sheds light on how partnerships shape their approach to remuneration. Key takeaways: ● A partnership is characterised by shared ownership and control, collective decision-making and joint liability between partners. ● The way profits are distributed (whether it will be equal income distribution or more performance based) between the partners determines their reward system, as well as the internal culture. ● Partnerships are sensitive ecosystems that require crucial cornerstones like partner evaluation and income systems (PEIS) but also a proper set-up is vital as it will influence your tax situation as well as your compliance requirements. Curious to find out more? Contact Els Kegels on LinkedIn. #PwCBelgium

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⭐️Interesting podcast on the classic HR operating model and how this may need to be adapted.. 🎧 https://lnkd.in/eaijf-DE My key takeaways… The importance of: ➡️Customer experience on influencing how HR deliver employee experience ➡️Networked and agile models which are connected with other business areas ➡️Viewing the business from the outside in and exploring what impacts the business and HR ➡️ Creating resilient cultures to tackle the exciting but scary environment 🍏Build reputation and relationships 🍽️Keep that seat at the table 🧐Focus on how we are adding and delivering value 👥 Start the discussion with focus on the customer 🔭Explore how we free ourselves to focus on higher level things

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There is a lot of conjecture and personal opinions regarding flexible working. It's about time we made policy decisions on this topic based on data. Here it is...our Flexible Working Report has just launched. Let me know if you'd like to know more.

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A day in the life of ... a Chief People Officer #5 - As an employer, attracting and retaining Generation Z (born from 1997) is a whole new and exciting challenge! 🚀 As a quite "mature" Gen X 😉, let me share some on my thoughts. 👇 Here’s what Gen Z expects from employers: 1️⃣ Purpose-driven work 🌍 This generation cares deeply about making a difference. They want to know how their work contributes to something larger than themselves. Whether it's sustainability, DEI initiatives, or social impact, make sure your company's mission resonates with their values and communicate its purpose. 2️⃣ Flexibility is a must 🏡 Gone are the days of rigid 5 working days' week or 9-to-5s. Gen Z is all about work-life balance, and that means offering remote work options, flexible schedules, and trusting them to get the job done from wherever they feel most productive. 🔥 Keep this in mind, people who wants to come back to full presence 3️⃣ Tech-savvy environments 📱 They are digital natives who grew up with smartphones in hand. If your company isn’t leveraging the latest tools and tech, you risk losing their interest. Think automation, collaboration tools, AI - anything that makes their work more efficient and engaging. 4️⃣ Continuous learning & development 📚 For Gen Z, career growth is non-negotiable. They’re looking for employers that invest in their learning and development - from offering training programs, mentorship, and opportunities to upskill, to fast-tracking their career progression. 5️⃣ Transparent leadership 💬 Gen Z craves honesty and transparency. They’re not fans of corporate jargon or hidden agendas. What works? Open communication, feedback loops, and managers who are more like mentors than bosses. 👇What HR should keep in mind: - build a strong employer brand: promote your purpose, flexibility, and development opportunities. - prioritize mental health: Gen Z places a high value on well-being. Offering support through mental health days or counseling services goes a long way. - embrace diversity and inclusion: it’s not just a checkbox; they want to see real action and authentic representation across all levels. Ultimately, Gen Z is shaking up the workplace for the better. Employers that adapt will not only attract top talent but also retain them for the long haul. 💡 What’s been your experience with this new generation of professionals? Let’s discuss in the comments! 👇 #GenZ #FutureOfWork #HR #ChiefPeopleOfficer #EmployeeEngagement #EmployerBranding #WorkplaceCulture #Leadership #TalentManagement #RemoteWork

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10 years from now, I want TalentMapper to be THE HR product everyone loves. My dream is to create something that's not just useful, but genuinely enjoyable to use. Imagine HR software that people actually LIKE using—wouldn't that be a game changer? But it’s about more than just great software. I want to help break down systemic barriers and biases in organisations. Everyone deserves a fair shot at success, based on merit. Here’s my vision: - User-friendly HR tech: Simple, intuitive, and enjoyable. - Fair promotions: Removing biases so the best talent rises. - Meaningful impact: Creating workplaces where everyone can thrive. Fast forward 10 years— I see TalentMapper leading the charge in transforming HR. I will do everything I can to make this ambition turn into reality. So, my question to you: What do you think? How can we make HR tech better? #Innovation #HumanResources #Future

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A disability discrimination case outlining how an employer dismissed an employee in #probation for not meeting expectations, but did not go far enough to make reasonable adjustments, based on the employee’s disability. Some key points for employers: - Probation doesn’t mean anything in law. An employer can’t consider a dismissal would be fair just because it’s in a probationary period, where it relates to a disability (or any form of discrimination under The Equality Act). - The onus for making and determining reasonable adjustments where an employee has a disability is reliant on the employer, not the employee to determine. - Not appointing somebody to a job because of their disability could also give rise to a disability discrimination claim, if reasonable adjustments could have been made. - The bar at which an employer is expected to make reasonable adjustments is high. An employer has to demonstrate how far it has considered adjustments, external support etc. - Take professional HR advice, which may also involve a referral to occupational health, before making a decision to dismiss (including in the probationary period) where the employee has or could be known to have a disability. Contact us if you need any HR support if based in Trafford, Warrington and surrounding areas 👇 https://lnkd.in/e23ay55 Read more about this case: https://lnkd.in/ekt7Szed #hradvice #discrimination #dismissal #disability #reasonableadjustment

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New podcast: Building a Resilient Assessment Strategy for the Future In the second episode of the Ommati Interview Series, I was delighted to speak to Jon Hull, Head of Recruitment at Notting Hill Genesis. As a seasoned talent acquisition leader, it was great to hear Jon's perspective on the challenges facing TA teams, the impact of AI and what buyers need from their assessment suppliers. Key takeaways include: - Assessing talent at scale remains a significant challenge - AI tools have empowered candidates, changing the recruitment landscape - Recruitment teams face increased pressure from higher application volumes - Ethical use of AI could enhance candidate experience. - Bias in automated assessments poses a serious risk - Future-proofing assessment tools is essential for long-term success - Flexibility in vendor relationships is crucial for adapting to change - Rethinking what we measure in assessments is critical to retain relevance A big thank you to Jon for his time and insights! If you’re a TA leader or involved in talent assessment, I’d love to hear your thoughts on building resilience into your assessment strategy. In the intro snippet below, you can hear Jon's insights on what to look for in an assessment provider. To watch the full episode, please follow the link in the comments... #TalentAssessment #AIRecruitment #TalentAcquisition #OmmatiPodcast

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BRACING YOURSELVES FOR THE CASEWORK AVALANCHE....? Whilst many HR professionals are getting ready for the influx of legislative changes coming as promised by the Labour government (see our HR event coming up on 14th November in Sussex plug plug), we are left wondering about the impact of one of the big ticket changes... 🔹 Day 1 rights for all workers Obviously the concept of change is simple here, and with some good upskilling and internal comms programs, this shouldn't be a difficult message to gain understanding of across an organisation. But.........are we going to see : 🔹 A very sudden increase in exits and redundancies between now and the implementation date? Has there ever been a worse time to have less than 2 year's continuous service in the UK? 🔹 A HUGE impact on recruitment; Knowing that the "security blanket" of exiting a new hire that isn't hitting the mark (for whatever reason a manager currently decides, within UK employment legislation) has been whipped away, and leaders will need to work harder to make a success of the situation. I can see a big demand for HR case-workers and employee relations specialists in the near future.....are you ready? #hr #humanresources #hrrecruitment #employeerelations #employmentlaw

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