Editorial

Telling tales

Lawyers have it. So do doctors, nurses, and cops too. Star quality, that is. There’s a glamour factor to these jobs, real or perceived, that ensures they are fodder for countless television dramas. Even teachers have taken centre stage in an eponymous UK series.

One group which has been missing from that lineup is HR. Not any more. HR, it seems, is finally getting its hour in the spotlight. But is that a good thing? They say any publicity is good publicity, but Dimity Rush—HR manager at DebtNZ, mother of two and wannabe—is hardly doing the profession any favours.

Reviewing local offering Rude Awakenings in the Listener recently, Diana Wichtel described Dimity as “a triumphantly thin, ball-busting, self-absorbed human resources manager with all the nurturing instincts of a cornered rodent.”

Alongside British sitcom Green Wing’s Joanna Clore, however, Dimity seems alarmingly normal. The sex-crazed, age-obsessed, chain-smoking head of human resources for the East Hampton Hospital Trust is one of the scariest women on television.

But it’s not only on television that HR is cast in a less than flattering light. In her recently-published book The Triumph of the Airheads and the Retreat from Commonsense, Australian journalist Shelley Gare delivers a serve to ‘airheadism’, examining everything from the antics of hotel heiress Paris Hilton to what really happens inside the brain of a management consultant.

Gare is particularly critical of ‘managerialism’ and the rise of what used to be support roles—such as finance, marketing, communications and HR—and a corresponding downgrading of the roles of skilled workers and professionals.

She reserves her strongest criticism for HR managers, a role she sees as the epitome of airheadism, accusing them of “self-importantly, and with an eye on building HR salaries, staff numbers and indispensibility … [wanting] a seat at the big table … and to tell people how to behave and work.” As a result, in most people’s eyes, she says, HR staff now rank on a par with standover merchants.

Ouch! It would seem a charm offensive is in order. The pages of Employment Today are filled with good-news stories from the HR department—exciting initiatives to engage staff, improve retention, develop leaders and make our workplaces safe and happy. The challenge, however, is convincing others that HR has a worthwhile story to tell.

Lyndsey Swan
Editor

Contents

Growing concern
Kiwi kidswear company Pumpkin Patch has become a global success story. Carina Hull, GM of development, talks to Lyndsey Swan about taking the organisation’s strong employment brand to new markets.

Joining the pieces
Is work-life balance the answer to a sustainable lifestyle? Clare Mann suggests it isn’t. The solution, she says, is integrating the different aspects of our lives and combining work and personal life in ways that are mutually supportive.

Changing genders?
There seem to be very high numbers of women working in the HR profession these days. Miriam Bell investigates whether this is indeed the case and, if so, whether it has made a difference to the profession.

Why plain English writing is smart business
Businesses and organisations generate whole forests of written material. Yet how much of it actually gets read? How do we know? And even if it is read, do readers get the right messages? Howard Warner asks some tough questions, and suggests solutions for communication-conscious employers.

Effective remuneration management
A good remuneration and reward strategy will support your business strategy, says Christine Whelan. She explains how to develop a strategy that reflects your goals and ensures a true return on investment.

Total rewards: the key to retention and attraction
In this tight labour market, the retention of current employees and the attraction of key talent are major challenges. A comprehensive approach to ‘total rewards’ is a primary lever to assist in achieving a sustainable pipeline of human resources, say Kira Schäffler and Una Diver.

Julia makes her move
There’s a legion of ambitious young women entering management positions who may not have the time or inclination to read a traditional business book but who need some pointers on how to cope with their new roles. Viv Beck and Karin Kos have the answer with Julia makes her move. Described as ‘chick lit’ with an educational twist, this book provides practical advice on what to do when taking on a new role.

A working day or not?
Can you roster employees to take alternative holidays? Susan Hornsby-Geluk and Bridget Fleming examine the complex issue of entitlement to public holidays and days in lieu.

DEPARTMENTS
Recruitment: Getting the message
If you want people to listen you need to speak their language, says Sue Hornblow. She examines the role communication skills play in developing an internal profile as a leader.

Legal solution: Saving the day … and the pay
With the KiwiSaver scheme due to come into effect in just a couple of months, Rani Amaranathan answers questions about what it means for employers and employees.

Case in point: Having (good) faith
A recent case involving the dismissal of an Auckland District Health Board physician makes it clear that procedural fairness and good faith are different, but equally applicable, obligations, say Anna Clark and Chris Hogg.

Workplace wellness: Critical incidents
Most of the time, people will cope following a traumatic event in the workplace—but, says Sandra Johnston, support from trained personnel will minimise any long-term effects.

Recruitment: Share and share alike
Companies which view job sharing as something that’s only for administrative staff or mothers returning to work are missing out. Marc Burrage dispels the myths around job sharing.

Learning & development: Mentoring at work
A good mentoring programme has many benefits, but you must get it right, say Wendy Baker and Aly McNicoll. They outline five keys to ensuring your programme works.

Public sector: A reasonable response
An employment dispute involving a primary school teacher dismissed for incompetency was discussed last month. In part 2, Paul Robertson discusses other useful guidance from the Employment Court decision.