Letters

first_imgLettersOn 25 Sep 2001 in Personnel Today Comments are closed. This week’s lettersLetter of the weekFeedback data can be skewed We applaud the Pret à Manger initiative to manage its 360-degree feedbacksystem electronically (News, 11 September). Collection and analysis of feedbackis a painful part of the process. Your article also states that the company has removed the cost of externalconsultants to analyse the results. We wonder therefore who is administeringthe feedback sessions – if anyone – or whether they are being deliveredelectronically? Our experience, having fed back hundreds of such questionnaires, is that theway in which feedback is delivered is a sensitive but critical area. Often thehard data does not reveal the whole picture and if not carefully interpretedcan actually be misleading. Many times we have seen results skewed by theresponses of just one person, or by the scores against specific questions thatseem “out of sync” with other questions under the samebehaviour/competency. Our consultants use a two-stage process. After presenting the data and overalltrends at an initial one-to-one interview, our consultants encourageindividuals (after some coaching) to go back and seek face-to-face feedbackfrom a few contributors. Their focus when seeking verbal feedback in this wayis “how do you want me to be?” These responses are then shared at asecond meeting with our consultants two weeks later, at which time a veryfocused personal development plan (populated with specific learning resourcesand assignments) is drawn up. It is no accident that our consultants are, at very least, occupationalpsychologists and usually practising psychotherapists, as these sessions oftenraise many issues relating to the individual’s psyche and their life ingeneral. While we accept that the process is necessarily time consuming and notinexpensive, we ask clients, “What do you want? To take cost out of yourdevelopment processes or changed behaviour?” Colin Newbold Partner, The Learning Curve A smoke screen over daily abuse I laughed aloud reading about the Drink, Drugs and Work Don’t Mix surveycarried out by Personnel Today (7 August). Isn’t it ironic that a third of firms are “considering testing theirstaff for substance abuse” when by using their eyes and looking out of thewindow, they can see the manifestation of dependence on the most addictive drugin society. Yes, I’m talking about the ever-present huddle of smokers outsidethe company’s main entrance! It never ceases to amaze me, the millions of pounds that are spent massaginga corporate public image, and when I turn up to see my clients, the first thingI see is a huddle of smokers and a blue cloud of cigarette smoke that I have towalk through to effect an entrance into the building. Nicotine addiction is sowidespread, we consider smoking as normal or even “natural”. My organisation, Allen Carr’s Easyway, has carried out studies that suggestan organisation loses the equivalent of 15 days’ productivity each year, foreach member of staff who takes cigarette breaks away from their work area. Andthat fails to take into account the well-documented higher absenteeism ratesamong smokers. Rob Groves Managing director, Easyway Manchester Disabled show great dedication I was interested to read the recent article about staff turnover rates incall centres. One company that has embraced this issue in a positive way isCentrica (formally British Gas). At a recently opened call centre it set aside50 jobs for disabled people and the carers of disabled people. Adopting an approach called Project Lead Recruitment, it has successfullyachieved its objective. Also, after 18 months of operation, the levels ofsickness among disabled employees have been significantly less than theircolleagues and there is a noticeable reduction in staff turnover. Not only this, but the company also reports an increased sense of motivationand team spirit among other colleagues. It is simply a better place to work. Some of those disabled people employed originally have now taken upsupervisory, team leader and management roles. One couple were taken on via an arrangementwhere one, a severely disabled person, was employed alongside his partner. Thismeant they could share their working hours and care assistance could beprovided to the disabled employee while at work. They are highly unlikely to move to another employer. If anybody is interested in the Project Lead Approach to recruiting disabledpeople please contact Stephen Duckworth at www.disabilitymatters.comStephen Duckworth Chief executive, Disability Matters Previous Article Next Article Related posts:No related photos.last_img read more