Centre for International Human Resource Management

Podcasts

Pay management requires a 21st century shake-up

Pay management requires a 21st century shake-up

Dr Jonathan Trevor

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According to Dr Jonathan Trevor it's time to revisit the management of pay. Instead of using it to leverage value, it should be approached as a risk with the primary focus on protecting value.

In his paper 'From New Pay to the New, New Pay' Dr Trevor lays out some principles for consideration by the business and human resources communities. These include the suggestion that pay is an enabler not a driver and that it's like plumbing: it should matter only when it goes wrong.

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New transformational leadership drives change

New transformational leadership drives change

Dr Jonathan Trevor

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As network-based organisations evolve, the role of leadership is focused less on performance and more on change. 'Transformational leadership' is a move away from traditional forms of organising and traditional forms of work that are largely centred around performance and performance-in-role.

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Conflict in the workplace

Conflict in the workplace

Dr Jonathan Trevor

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Dr Jonathan Trevor is calling for a new approach to reward policy. Organisations, he says, are really struggling with the issue of performance and relative reward. It is leading to underlying conflict in the workplace, which he warns is discreet but ever present.

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Dr Jonathan Trevor and Kate Tojeiro

Opportunity or threat?

Dr Jonathan Trevor and Kate Tojeiro

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Leaders of established and successful organisations must recognise and react positively to the deep-seated changes taking place in an operating environment where complexity is leading to uncertainty. The alternative - to exercise greater control and improve the existing model in order to survive - has a limited shelf-life.

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Dr Jonathan Trevor and Kate Tojeiro

Leadership, vision, cynicism and social issues

Dr Jonathan Trevor and Kate Tojeiro

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Leadership plays a huge part in the transformation and visioning of the future organisation but cynicism is a major barrier in that process; and, as the operating environment becomes increasingly uncertain, vision is becoming more important than planning.

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Dr Jonathan Trevor and Kate Tojeiro

Beyond efficiency

Dr Jonathan Trevor and Kate Tojeiro

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Dr Jonathan Trevor and Kate Tojeiro argue the traditional, bureaucratic organisation - based on execution and efficiency - is being replaced by network-based, informal structures as the industrial age disappears. Organisations need to cultivate a model of empowerment, development and liberation of talent within an organisation, to go beyond just merely seeking to exploit efficiencies, but to do something fundamentally different without reference necessarily to those above. The key to this empowerment, however, is trust!

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Dr Jonathan Trevor and Kate Tojeiro

For leadership read fellowship

Dr Jonathan Trevor and Kate Tojeiro

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Social media needs to be seen in the context of what we're seeing as the emergence of distributed leadership, where organisations are becoming flatter, leaner, more empowered, more democratic and more knowledge intensive. According to Kate Tojeiro and Dr Jonathan Trevor, people are no longer waiting for permission from on high to engage with each other and to make something new and exciting. We're seeing a leadership change being driven by social media.

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Dr Jonathan Trevor and Kate Tojeiro

Cutting the mustard

Dr Jonathan Trevor and Kate Tojeiro

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Levels of satisfaction, loyalty and engagement are at an all-time low but there other measures which indicate that, given the difficult environment, some leaders are managing people very well. So, which leaders are cutting the mustard and how are they doing it, ask Dr Jonathan Trevor and Kate Tojeiro.

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Dr Philip Stiles

Reputation and redundancies

Dr Philip Stiles, Cambridge Judge Business School

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In his new book Dr Philip Stiles, Co-Director of the Centre for International Human Resource Management at Cambridge Judge Business School, examines through case studies the global and local approaches to the management of pay.

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Dr Jonathan Trevor

Can pay be strategic?

Dr Jonathan Trevor, Cambridge Judge Business School

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In his new book Dr Jonathan Trevor, Co-Director of the Centre for International Human Resource Management at Cambridge Judge Business School, examines through case studies the global and local approaches to the management of pay.

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The human cost of slashing public spending

The human cost of slashing public spending

Dr Philip Stiles, Mr Michael Kitson & Dr Helen Haugh

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Academics from Cambridge Judge Business School have raised doubts about whether the size and speed of George Osborne's cuts will dampen the country's economic recovery and whether volunteers under the banner of working in a "Big Society" can really take on jobs previously performed by public sector workers.

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Dr Jonathan Trevor

Breaking with tradition

Dr Jonathan Trevor, Cambridge Judge Business School

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Dr Jonathan Trevor argues that we will see a move away from large scale public sector organisations which are the providers of professional services to public services organisations which are the commissioners of professionals from the public, private and not for profit sector to provide these services. The question he asks is how do we ensure these public servants and organisations are best fit for purpose to deliver this agenda.

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Professor Geert Hofstede

Neuro-databases

Professor Geert Hofstede, author of Culture and Organisation

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Long and short term orientation are largely determined by culture says Professor Geert Hofstede, author of Culture and Organisation, currently in its third edition. China, with its long term orientation, was bound to succeed, and other eastern cultures will follow, he says.

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Professor Lynda Gratton

Virtual teams are the future

Professor Lynda Gratton, London Business School

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Geographically diverse teams in multinational companies maybe harder to manage than traditional teams, but these collaborative virtual teams are becoming increasingly important. According to Professor Lynda Gratton, one of only two women in The Times' Top 50 Thinkers in the World, the very make-up of teams gives them an ability to innovatively solve complex problems.

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Dr Jonathan Trevor

Human capital risk

Dr Jonathan Trevor, Cambridge Judge Business School

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Not since the winter of discontent in 1979 has our economic and social well-being, societally and personally, been so dependent on how effectively people, as human capital, are managed. Ineffective HRM can inhibit organisational performance, destroy value and competitiveness; Dr Jonathan Trevor explains how the current financial crisis is an example of just such a human capital crisis.

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Dr Philip Stiles

Let's have less pride, and more shame, in the work place

Dr Philip Stiles, Cambridge Judge Business School

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In the current climate, where business has almost become an ethics-free zone, Dr Stiles talks about his new research which looks at the negative emotion of shame and how he discovered that used properly, it can actually play a positive role in the workplace in helping both to motivate people and to encourage them to regulate their behaviour. He says, "Shame is always seen as a negative emotion. But in fact there are some positives for companies in using the mechanism of shame to help ensure that people do try and live up to the expectations we have of them."

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Dr Jonathan Trevor

Building bridges: what is best practice for structuring executive remuneration?

Dr Jonathan Trevor, Cambridge Judge Business School

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Is it shaped by social imperatives or should it be held as an economic negotiation? Dr Jonathan Trevor discusses this contentious issue, calling for an increase in transparency and more direct dialogue and consensus between shareholders and executives on what constitutes good governance as opposed to a reliance on using intermediary bodies: "We need to bridge the gap between the interests of shareholders and the interests of the executives. One size does not fit all and it is where we have seen prescriptive 'best practice' applied without contextual sensitivity, that we've seen the systems fail, with executives being incentivised for what amounts to bad behaviour with negative outcomes for the companies involved."

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Dr Philip Stiles

A bitter pill to swallow

Dr Philip Stiles, Cambridge Judge Business School

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More and more companies are being forced to make redundancies as the downturn deepens. Whilst the outcome of downsizing is rarely seen as good, it can still be a success if the process is fair. Dr Philip Stiles gives some advise on 'soft landings' and how to make the process less traumatic for both those being made redundant and for their managers.

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