Letters

first_imgThis week’s lettersThere is so much to gain from IIP According to a recent survey by the Institute of Directors, the impact ofInvestors In People on the bottom line is limited (News, 13 November). Notwithstanding, two-thirds of directors from companies using IIP said theybelieved that the quality of training and development within their companieshad improved. A creditable nine out of 10 directors of Investors in People standard users,or companies committed to obtaining recognition, acknowledged that theirinvolvement with the scheme had improved their employees’ ability to do theirjobs. If I informed my main board that we intended to introduce more focusedtraining, improve people development and make our workforce more productive –but that they should not expect to see increased profitability – then it wouldnot be either the value of IIP nor the abilities of our employees that would becalled into question. For those companies that seek and embrace best business practice, IIP is aninvaluable guide and support on the road to improved growth, productivity andprofitability. Jim Armour Managing director, WTA Airfreight, Heathrow Lipgloss survey is bare faced cheek I was most disappointed, but probably not that surprised, to read that afterall the work that we have done on equal opportunities our careers still rest onwhether or not we are wearing the appropriate shade of lipgloss (News, 27November). Perhaps the path to the boardroom for women is via the make-up counter andnot via qualifications and experience, and maybe that answers a lot ofquestions about the glass ceiling. Like most of us when we are buying “grooming products”, maybe thedirectors in question need to pay less attention to the packaging, and moretowards what is inside. Cath Howard HR manager, Sense, London It pays to stand out from crowd So business culture is based upon conformity (Comment, 27 November)? Mainstream education in the UK operates on the basis of behaviouralconformity in order to manoeuvre sizeable groups of children towardspre-defined outcomes. Why, then, are we surprised when our organisations emulate this model? Creatively minded children often struggle in our conformist educationalestablishments, where the mediocre and predictable are more manageable thanflair and unpredictability. As those graduating from our learning establishments enter the workplace,they bring with them all they have learned – the facts and behaviours that havebeen necessary for them to succeed in their previous environments. Having spent a great deal of time working with companies, wishing to unlearnthese educationally expedient, but business inhibiting behaviours, I have greatempathy with the conformists. It’s worked for you since childhood. But the unpredictability of life and business often require more creativeand urgent solutions to problems. Of course all organisations require a unique operational culture, but for acompany to follow our schools’ conformist culture by default displays amisunderstanding of the concept of organisational learning. Amanda Wilson Director, White Room Consulting Related posts:No related photos. LettersOn 11 Dec 2001 in Personnel Today Previous Article Next Article Comments are closed. last_img read more