Top job

first_imgTheIT consultancy White Clarke Group has appointed Mike Morris to the board as HRdirector.WhiteClarke employs more than 170 people and provides IT expertise and systems toblue-chip companies in the motor industry, including VW, General Motors andNissan.Morris’srole within the group includes responsibility for internal HR issues andproviding HR consultancy to key clients.UnderMorris’s leadership the HR team will also be in charge of organisationaldesign, recruitment and career development and training and developmentMorrishas experience in the financial services industry and his previous experienceincludes HR management positions for leading banks and financial institutions,most recently Barclays Bank.Hesaid, “We are hoping to encourage more people to come into IT as it can be anexciting and challenging career.“Mymain challenge will be to get the right people and build the company fromwithin.“Weare just starting our graduate recruitment process and are hoping to grow our ownstaff. One of my goals will be to get the right balance between male and femalestaff.” Previous Article Next Article Top jobOn 20 Mar 2001 in Personnel Today Comments are closed. Related posts:No related photos.last_img read more

Work to live or live to work?

first_img Previous Article Next Article Employees who claim they only go to work to pay the bills are living ashallow existence, claimed the director of futures of the Industrial Society ata seminar in London last week. At The Great Debate – Pleasure or Pain, Industrial Society head of futuresRichard Reeves told the 100 delegates that work is an essential part of aperson’s identity. Reeves said, “Our work is central to how we feel aboutourselves, so anybody who says ‘I work to live’, seems to be living a prettyshallow life. The debate was chaired by former employment minister Tessa Jowell, and sheexplained that when she was at the DTI she preferred the idea of timesovereignty to work-life balance or family-friendly policies. Currently minister for culture, media and sport, she said, “A debateabout quality of work and the introduction of measures to define quality ofwork can be a government policy as opposed to one which is driven by themarket. “We need to develop ways of looking at the quality of work – in termsof opportunities for life-long learning, time sovereignty, freedom fromdiscrimination and safety.” Guardian columnist Madeleine Bunting disputed whether work should be centralto people’s lives. She said, “A full rich human life is made of many partsand the idea of you just selling your soul to one particular skill that youhave seems to me a terrible waste.” Work to live or live to work?On 31 Jul 2001 in Personnel Today Comments are closed. Related posts:No related photos.last_img read more

Take me to your leaders

first_imgWitha 100 per cent pass rate and huge savings, the NEBS Team Leader Qualificationsscheme has got off to a flying start at GSK Qaiser Ali is a proud man. Hanging next to his desk, beside the production linesturning out toothpaste and mouthwash for pharmaceuticals giant GlaxoSmithKline,is a certificate. This certificate represents the first formal qualification Ali has everachieved and was presented to him, along with 47 other employees from the company’sMaidenhead site, after he recently completed an accredited course in teamleadership. GSK is also proud of its newly qualified team leaders. Between them theyhave already saved the company a small fortune. The production savings made as a direct result of the initiativesimplemented by the course graduates are 10 times the cost of sending them onthe training programme. To date, GSK boasts a 100 per cent pass rate among its participants. In a company the size of GSK, with its financial clout, it would be easy toimagine that all its training programmes would be tailor-made and oftendelivered and assessed in-house. However, the team leader training undertaken by the Maidenhead staff formspart of a package of accredited, nationally and internationally recognisedqualifications now being offered by Nebs Management, the awarding body forgeneral and specialist management qualifications. So what motivates a multi-million pound organisation to look outside its owntraining department for such qualifications for its workforce? Independent recognition “It all revolves around the need to have something that’s recognised byan independent body,” explains Asif Khan, the training officer at GSK Maidenheadwho has overseen the introduction of the team leader courses. “We are simply not interested in our people gaining certificates merelyfor attending a course. This way they get a real qualification, that requiresassessment and provides them with transferable skills. The recognition andindependence of the qualification gives value to the training.” One major attraction of the Team Leader Award for GSK was the way in whichits curriculum and assessment methods dovetailed with the organisation’s ownbusiness goals and development strategy. In 1994, a budget of £45m was approvedto transform the Maidenhead site into an “innovative centre ofexcellence”. At the same time, a strategy to reduce costs by £1m by the end of 2001 wasalso set, with operational effectiveness being key to this strategy, mainlyfocusing on manning levels across the production processes. Each business centre at the site was assigned its own target. For example,the packing and filling centre, from which the majority of the team leadertrainees were drawn, was given a cost reduction target of £500,000 by the endof 2001. Today the Maidenhead site is a state-of-the-art production facility,providing the European markets with well-known oral healthcare products bearingthe Aquafresh, Macleans and Cordosyl trademarks. Production speed has almostdoubled, to achieve a production capacity now exceeding 500 million units ayear. According to site director Ole Rassmussen, “This success has only beenachieved through developing our people and processes in line with our sitevision and core values.” Khan adds, “Qualification-based training fits very nicely into ourpeople development plans and business focus. The Nebs programme is unique. Itassesses knowledge as it is taught, but it also requires participants toundertake workplace assignments. In this way, training can be used to helpknock off business objectives.” Business Objectives Achieving business objectives has been a particular success point of theteam leader training at GSK. For the first time ever, a training programme hasdelivered over 10 times its original investment – £500,000 per year on anoutlay of £50,000. In addition to monetary savings, the enhanced team leaders – a newlyintroduced title at GSK for those employees identified as having high potentialand capability – have taken on a number of responsibilities that previouslyfell to their first line managers. ETLs now conduct appraisals, which are linked to pay increases and personaldevelopment plans, oversee the team’s performance management and development,and are charged with the continuous improvement of their product lines. The team leader development programme and the creation of the ETL role hasfilled the huge gap which once existed between technician and team leader rolesand the next step up to first-line manager. Feedback Another tangible benefit of the training has been the feedback assessmentreport from the company’s successful bid to gain Investors in Peoplerecognition (awarded in May this year). The report highlights the ETLs’understanding of the business direction and the impact they are having onachieving business goals. Qaiser Ali was one of the ETLs to have undertaken the training. “Ithought the training would be a different experience and would help me in thefuture,” he recalls. “I was very nervous about doing the formal presentation and relievedwhen it was over, but when I saw the video of it, I realised I hadn’t donebadly. The training has made a lot of difference to my work. I communicate muchbetter now and I would love to go on and get more qualifications.” For newly-promoted ETL and technician Mark Nicholls, the team leader awardhas spurred him to raise his career expectations. “When I first came here two years ago, I was a technician with littleinput into the operation, but I am much more involved now, my job is moreinteresting as a result and I am looking forward to progressing up the ladderhere,” says Nicholls, who is in line for promotion to a first-line managerposition as a result of the progress he has made since completing the teamleader training. “I feel GSK has put its faith in me,” he says. The qualifications have been incorporated into GSK’s internal Leadership DevelopmentProgramme and Enhanced Team Leader Programme. The contribution the training hasmade to business performance at the Maidenhead site has not gone unnoticed inother parts of the GlaxoSmithKline empire. Another major site, the pharmaceutical manufacturing plant at GSK Worthing,has decided to adopt the Maidenhead example into its production processes. “From the employees’ point of view, they are getting a qualificationthat has more currency, and hopefully it is recognised as an entry point to otherqualifications,” says Sally Messenger, chief executive of NEBS Management,explaining the popularity of the accredited team leader qualifications. “Employers are increasingly interested in providing something that is anational standard, which can help with such initiatives as IiP and qualityassurance programmes,” she says. Although many large organisations prefer to have training programmestailor-made to suit their processes and employment structure, such programmeshave the drawback of being little recognised beyond their own internal systems.Preparation Other advantages of delivering accredited training to employees is that muchof the time, effort and expense of putting together a training programme hasalready been done by someone else. “It’s like outsourcing really,” says Messenger. “We designthe qualification and that saves the employer time and money. But there arestill opportunities to tailor the qualifications. They are very work-relatedand there is ample opportunity to apply the learning to their particularcontext. “We anticipate a very wide audience for these qualifications. There areso many people with the words ‘team leader’ in their title for whom thistraining would be appropriate. “Then there is the adult basic skills timebomb ticking away. Few havethe training required for today’s essential business skills, such as giving apresentation,” says Messenger. How the awards scheme worksIntroductory Team Leader AwardA short, flexible starter programme for all team workers, especiallythose with leadership or co-ordinating responsibilities. The programme is basedaround:– A short induction– One core module (of three hours’ duration)– Five further three-hour modules selected from the rangeavailable in the full Team Leader Award, to meet the need to develop teamleading/co-ordinating skills– Assessment includes a short-answer questionnaire and a briefpresentationTeam Leader AwardA comprehensive 60-hour programme for all team leaders.Designed using a number of short learning modules, covering:– Induction– Four core modules of three hours each, plus 15 furtherthree-hour modules selected from a wide range of topics– Emphasis is on developing a sound knowledge base with the ability to applyit in the workplace to produce significant performance improvements, as well asdeveloping personal effectiveness– Assessment includes a short-answer questionnaire and a teambriefingLevel 2 S/NVQ in Team LeadingA competence-based programme for team leaders and co-ordinatorswho are primarily concerned with motivating their team members and achievingagreed outputs, with some limited authority for deploying resources. The programme is based on:– Four mandatory units designed to develop the core competencesneeded by today’s team leaders– Two optional units– Assessment includes evidence (by portfolio and in theworkplace) demonstrating that the participant meets the requirements of thestandards at Level 2. Participants each have a personal adviser to assist withpreparation for assessment Take me to your leadersOn 1 Oct 2001 in Personnel Today Previous Article Next Article Comments are closed. Related posts:No related photos.last_img read more

Personnel Today Awards 2001 update

first_img Previous Article Next Article Comments are closed. Personnel Today Awards 2001 updateOn 2 Oct 2001 in Personnel Today Short listed teams for the Rebus HR Award for Best HR Strategy in line withbusiness      Teams shortlisted for this award have taken seriously the need for HR to repositionitself to add value to the business or organisation it serves. Central to theirrecognition is the department’s business strategy, how it was devised andimplemented, who was involved and the results to dateBarclaysBarclays Banking HR teamWhat they did Developed and implemented a programme of interventions to transform thecapability of its people to achieve the business’s strategic goals. The goalwas for Barclays to become the undisputed leader in business banking in the UK.To achieve this it needed to transform the existing business in terms of newproducts and customer segments, as well as investing in technology and thesales force and developing new channels. As a result, a people strategy wasneeded which focused on building leadership within the business, convincingeveryone of the need to change, investing in skills development and introducinga wide range of performance management tools for managers to link performanceand reward more closely. The training budget was increased by 40 per cent andan intranet-based self-development toolkit can now be accessed via desktop PCs.Why they did it In an increasingly competitive market Barclays’ business goal was to doubleeconomic value every four years. Its brand promise was to help its customersachieve their ambitions. Steve Wiggins, head of HR for the Business BankingCentre, says that in order to achieve this the bank had to first make it happenfor its people. “The most significant enabler of a business transformationprogramme of this scale is the leadership capability of the organisation. Weneeded to develop leaders who could create a challenging and attractive visionof the future and demonstrate the skills, and behaviours required to achieve itand the culture we were looking for.” Benefits and achievements Barclays has achieved a 12 per cent increase in operating profit on the backof strong revenue growth. Excellent customer satisfaction has been recordedwith the bank coming number one in independent research in all the key measures.Results from an employee survey show that the transformation of leadership hasled to improvements in 13 of the 16 measures used. Business Banking is alsoahead of the company average in 10 of the 16 measures. The teamNumber in team 6 people heads, each with their own teamsStaff responsible for 105,000HR director Mark WellsOMD Terry BowdenHead of HR Julia WiffenHR adviser Tash SamadpourHead of HR Rachel YatesHead of HR Nigel FretwellAsdaThe People TeamWhat they didAsda’s people team devised a strategy to deliver people able to”sell and serve with personality” and offer craft skills in-store tooffer the best possible service to customers and improve the business’sprofits. The people strategy is based on recruiting, training, motivating andretaining high quality staff. Its priorities were to recruit the right calibrepeople with the appropriate personality to serve customers in the fast-pacedretail environment, to be able to train key skills as effectively as possiblein order to meet business priorities, and to offer employees a motivationalworking environment free from the traditional retailing commands and controlstyle. Consequently, among other things, 2,500 colleagues have been trained ina skill such as butchery or floristry at the Asda Academy, all new managerstrain in one of the eight stores of learning, and morale is regularly assessedthrough “We’re listening surveys”.Why they did itAsda implemented the strategy in order to gain a competitiveedge. David Smith, people director for Asda, says in retail it is necessary togain a competitive edge through people strategies that align to businessperformance delivery on a daily basis. “We like to think about moments ofservice. The shopper can decide not to come back because of one bad serviceinteraction. Our objective is to deliver service with real personalityalways,” he says.Paul Mckinlay, head of people development for Asda, added thatthe strategy was also aimed at tackling the problem of retention, which hastraditionally been a problem in the retail sector.Benefits and achievementsAsda claims it is the number two food retailer in the UK marketby share of sales behind Tesco and was voted the fifth best employer and bestlarge employer in the Sunday Times survey of the top 50 UK employers. It claimsto be the friendliest superstore food retailer in perception data with itscompetition – achieved by recruiting principally on personality, looking forpeople who enjoy interacting with customers. Morale indices are rising year onyear with 90 per cent of employees reported to enjoy working at Asda, and 86per cent feeling properly trained. The teamNumber in team 50Staff responsible for 9,000People director David Smith with Retail people director Caroline MassinghamHead of resourcing Jan ShawRemuneration & benefits manager Kerry EllisHead of people development Paul McKinlayAstronOrganisational Development teamWhat they didThe mission was to take three small traditional printingbusinesses with a turnover of £13m and turn them into a £100m showcaseorganisation providing design, document management, print management,warehousing and logistics to a wide range of blue-chip companies.  Organisational design was focused arounddeveloping market-targeted teams responsible for everything from sales tocustomer service, purchasing, inventory management and invoicing. Hierarchieschange with each new project so that the most senior member of one team canalso be the most junior member of another. All staff are encouraged to maximisetheir potential and anyone in the organisation can attend courses led bycollege lecturers. Industrial relations negotiations have been dropped infavour of industry wage increases and the reward strategy has been adapted tosuit individuals. Kathy Woodward, group operations and HR director, says,”On every site in the country at 8.30am representatives from across thebusiness meet and table anything that impacts either internally or externalcustomer service. These actions drop into databases that form the core of ourdevelopment strategies – process improvement, people improvement.”Why they did it”To deliver our business development plan we decided toadopt a radical approach to our human resources strategy” says Woodward.”Instead of a dedicated human resources department, it was decided thateach employee would become an HR officer. “Our focus would be on everyonebeing a critic, a coach, communicator and champion and that our businessprocesses would focus on delivery, innovation, value and control to ourcustomers.”Benefits and achievementsThe business has grown from £13m to £100m, with increasedprofits to match. Astron’s customer base includes British Airways, Bupa andScottishPower. “We have developed leading edge e-commerce systems, we haveintegrated mergers, and kept our people motivated and having fun,” saysWoodward.Judge’s commentJohn McCarthy, European partner,William M MercerBarclays The team has demonstrated a direct impact on businessperformance through their efforts and appear to have strong support frombusiness management, employees and Unifi, the employees’ representative.AstronFrom the start there was a desire to create a new businessmodel. To support this the team has an HR strategy that is completelyintegrated with the business. The results show in the business performance.AsdaThe team at Asda has an HR strategy that is right at the heartof the competitive proposition that the company brings to its customers.Pinderfields and PontefractHospitals NHS (recommended)Although not shortlisted, Personnel Today is pleased to givethis team a special mention. This is one of the more difficult strategies toexecute, which must be true for every part of the NHS, and as all of us arepotential beneficiaries, deserves encouragement and support. RebusHR is a leading HR andpayroll solutions provider, offering solutions to businesses of all sizes. Itsclients include more than 70 of The Times Top 100 companies. RebusHR developslong-term partnerships with its clients, some of which have been using itsservices for more than 30 years Related posts:No related photos.last_img read more

Website of the week:

first_imgRelated posts:No related photos. Comments are closed. Previous Article Next Article Website of the week: www.hotmole.comOn 6 Nov 2001 in Personnel Today Despite improvements in search engines, the Internet can still seem like anunfathomable mass, especially when you’re looking for something specific in ahurry. An area such as recruitment, for instance, will always bring back plentyof returns, but not necessarily the companies that specialise in the areayou’re looking for. Hotmole is a new free service for HR professionals thatclaims to deliver exactly this. Select type of recruitment (executive search,interim, contracting etc), sector, job function, area and salary (the latter isoptional), and it will return a number of specialists in this field which canbe contacted by e-mail from within the site. There are currently 15,000 UKrecruitment agencies on Hotmole’s central database, which pay to be on the site(so it’s free for the recruiters), and it will soon be extended to overseascompanies. Candidates can use the service to register their details with aspecific agency. As well as the search facility, offers links to HRand recruitment software companies and financial and marketing services. last_img read more

Measurement of stress levels may be flawed

first_imgMeasurement of stress levels may be flawedOn 1 Feb 2002 in Personnel Today Comments are closed. Previous Article Next Article How organisations measure stress levels and their impact on the health ofworkers may be flawed, a study commissioned by the HSE has found. The review, the first ever carried out by the HSE on measures of workplacestressors, found the amount and quality of evidence on different measures waslimited. There was only sufficient evidence available to provide a detailedanalysis of five of the 25 common stress measures used in UK organisations. Even where good evidence was available, it tended to be inconsistent andunreliable and there was an almost complete lack of evidence on theirpredictive power. This, said the team from the Institute for Employment Studies and BirkbeckCollege, London, was particularly worrying because this was the main purpose ofsuch measures. It warned that stress measures therefore may not be accurately measuring theaspects of the work environment that lead to ill-health. This meant that organisations could be focusing on changing aspects of theworkplace that were not necessarily harmful and failing accurately to diagnosereal stresses. More information was needed on the reliability and validity of existingstress measures, the study, A critical review of psychological hazard measures,concluded. Related posts:No related photos.last_img read more

HR restructure at Audit Office

first_imgThe National Audit Office is to radically overhaul its HR department andintroduce e-HR to improve efficiency and cut costs. Starting this week, the NAO is scrapping its six regional HR offices andcentralising the function at its London headquarters, cutting the HR departmentby 25 per cent to 30 staff. HR staff left out of the centralised team are being trained and redeployedin other support functions at the Government auditors. John McCann, HR director at the NAO, believes the move will focus theservice delivery of HR, make it more cost effective and improve communication.”We shall still have a large HR team with a big investment needed to runthe graduate recruitment programme, secondments and payroll,” he said. “But there is now a clear remit for delivery. Communication will becentralised and improved as there have been inconsistencies between corporateand unit HR teams.” The second stage of the restructure is the implementation of e-HR includingan HR advice page for managers. Within the next two years the NAO’s 770 staff will be able to complete HRprocesses online, including the updating of personal details. Paper payslipswill eventually be scrapped and replaced by online versions. “The move will develop line managers’ understanding of HR issues andtrust them to rely on their own judgement,” said McCann. The NAO has also updated staff development to improve retention ofhigh-potential employees following an 18-month report into development andretention. As a result of the changes, more than 110 trainee auditors will be assessedand monitored regularly by their line manager, training manager and anindependent senior manager who will act as a mentor. By Paul Nelson Previous Article Next Article Related posts:No related photos. HR restructure at Audit OfficeOn 2 Apr 2002 in Personnel Today Comments are closed. last_img read more


first_img Previous Article Next Article LettersOn 6 Aug 2002 in Personnel Today Comments are closed. This week’s LettersE-mails should be monitored An organisation should have the right to protect its reputation and itselffrom litigation through staff monitoring (News, 16 July). In the future, will the courts accept that libellous remarks, or othere-abuse, cannot be attributed to the company the mail has been sent from, asthe monitoring code has removed their right to avoid this happening? And there are other issues that are not being discussed, such as resourcesand security threats. Must organisations not monitor for executable files (often virus carriers),software (could be unlicensed), MP3 files (often infringing copyright), andlarge picture files? All of these could present threats to a network, causeextreme congestion and use vital bandwidth affecting the normal running of abusiness network. Anyone who deals with e-mail systems will be aware of the growth of largefile transfers via e-mail and that these are all too often either virusinfected, music files or audible/video ‘jokes’. Companies must be allowed to protect their networks and computer resources.I work in the front line of the e-mail world and I’ve had all these issues todeal with – if the guidelines remain as they are, companies will pay dearly asmany people cannot be trusted to adhere to the rules. Rob Jinman IT manager, Via e-mail Board must be actively involved I was interested in your articles on boardroom HR (News, 23 July),especially in the light of my recent appointment to the board of 24sevenVending. In my experience, the key to boardroom status lies in being activelyinvolved in every part of the business, from the factory floor to theboardroom. This includes taking on other areas of responsibility not strictlywithin the traditional realm of HR. I think a recent comment by our chairman on the monthly HR board paper showshow HR can gain influence. “I always look forward to reading your report –it tells me what’s actually going on in the business and links what we know weare trying to achieve to meet customer needs to what people are thinking anddoing in the business to help us achieve our goals,” he said. Over the past two or three years, my company has gone through periods ofrapid growth, followed by consolidation. We could not have done this withoutthe board being aware of how these changes affect the people in our business,especially in such a labour intensive market. Ann Burton HR director, 24seven Vending Defending the HR professionIt is not often that an article disturbs my breakfast; however,‘Would the real HR staff please stand up’ (Comment, 23 July) had me on my feet,toast flying.There has been a trail of writers ready to have a condemnatorystab at a function that has battled to change its image and role withinbusiness. Are we making an impact? Should we be called HR or personnel?Are we sufficiently qualified to breathe the same air as those elevated to theboard? The debate goes on, while HR and personnel managers alike do their bestto deliver a service that supports the business needs of their organisation. This is often not fully supported by either senior or linemanagement, and now seemingly not by their colleagues in the profession either.Paul Kearns’ experience of HR and personnel people clearlydiffers from mine. I believe the majority of those practising share a desire todo the best for their organisation, and will rise to the challenge, withsupport. Real HR people seek to develop, stretch and motivate those aroundthem, not damn them for their current status. So, if his views are symptomatic of the ‘real’ HR populace,count me out.  In fact, count me outanyway, because I just left my group HR manager position of seven years feelingpretty confident, strategically involved and making no excuses for choosing tomove into coaching.  Dorothy Smith, MA, MCIPD, BeaconsfieldHow do you measure up?With reference to Paul Kearns’ comment pieces for PersonnelToday. I would be interested to know how he measures the impact of what hedoes, and how is he performing against these measures?Joanne MilesSouthampton Related posts:No related photos.last_img read more

I got my job… thanks to Personnel Today

first_imgRelated posts:No related photos. Comments are closed. Previous Article Next Article I got my job… thanks to Personnel TodayOn 6 Jan 2004 in Personnel Today Anna Keach landed her top job at travel firm Carlson Wagonlit after seeingan advertisement in Personnel Today, and hasn’t looked back since. She was looking for a generalist HR job, but was determined that anypotential role would be backed by a company that valued HR as part of themainstream business. “I was first attracted to the role by an indication within the advertthat HR had an integral part in the success of business,” she explains. Keach was impressed by the company’s bold advertising strategy and decidedto respond to the ad, which was designed by agency Ward Diamond. “I thought the advert was unique in both the caption and the picture. Ifelt it was quite controversial and indicated a business that was willing to goagainst the norm,” she says. Her main responsibilities involve handling issues relating to TUPE, redund-ancies,counselling and disciplinary cases. She is also heavily involved in policy development, induction, interviewing,compensation and benefits, training, and some ad hoc project work. Keach joined the group from the Legal Services Commission, where she workedfor four years. However, she says her new role is much more business focused. “My new role is more ‘hands on’ rather than consultative, and thisallows you to ensure real HR issues are addressed. The job involves travellingaround the country and meeting the employees face-to-face. “I hope the move enables me to develop my generalist HR knowledgethrough this hands-on approach to supporting the business. I want to show thatI can provide expert, yet practical, service to the business,” she adds. Keach was interviewed for the position by several senior HR staff –including the HR director for Northern Europe. She has this tip for success: “Be clear about why you want thisspecific role and why you will be an asset to the business. This encouragesconfidence and enthusiasm during the interview.” last_img read more

Doctors say a quarter of allsicknote requests are bogus

first_imgDoctors receive 22 million requests for sicknotes every year, andÊbelieveÊ9million of these are suspect, according to insurer Norwich Union. Its Health of the Nation Index found that GPs think almost a quarter of the577 requests for sicknotes they each get a year are questionable, at best, andnearly a fifth are invalid. AlmostÊ3 million workers across the country admitted they would considerasking their GP for a bogus sicknote, with twice as many men than women sayingthey would cheat the system. More than a fifth of the GPs interviewed said up to 20 per cent of theirpatients were unable to work because of health reasons. However, many GPs thought the numbers of people on sick leave could bereduced if there were fewer delays in treatment, and if organisations arrangedto have their employees back to work in a different capacity. Four out of 10 of the GPs interviewed thought more than a third of theirpatients who were unable to work could actually work a few hours a day or in aslightly different role, but employers were not encouraging them to return towork. The most frequent causes for sicknote requests were back pain, followed bydepression, workplace stress, other stress-related problems and the flu The top five reasons for requesting a sicknote were: a personal crisis thatcould not be discussed with an employer, workplace too stressful, a holidayrequest refused, and “to give me a legitimate excuse to skive offwork”. Doug Wright, clinical development manager at Norwich Union Healthcare, said:”If patients were to educate themselves more about their condition, aswell as the other forms of support available, this could not only reduce thenumbers seeing GPs, but will actually benefit patients’ health in thelong-term.” Doctors say a quarter of allsicknote requests are bogusOn 1 Jun 2004 in Personnel Today Related posts:No related photos. Comments are closed. Previous Article Next Articlelast_img read more