newsletter 15 - Chartered Institute of Personnel and Development

Issue 34 

CIPD is a Registered Charity No:1079797 

December 2005 

newsletter 

CHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT 

South Yorkshire and District Branch (Covering - Sheffield, Barnsley, Rotherham, Doncaster, Worksop, Chesterfield) 

View From The Chair 

May I first extend to warm Christmas 

Greetings to all our readers and look 

forward to a peaceful and prosperous 

2006. 

2005 has been a year of continued 

success for the CIPD. Firstly the Institute 

moved into the new premises in 

Wimbledon and members who have 

visited the new premises cannot fail to 

be impressed with the building which 

really does feel like a great place to 

work. Secondly our membership has 

now reached the 125,000 level and the 

continued growth is a testament to the 

increasing importance of human 

resources in today’s world. Thirdly, for 

myself, additions to the CIPD website 

have since August given CIPD members 

(members only) access to nearly 300 

journals on line and brought the world 

of human resource research to our own 

PC’s. Finally there was the Harrogate 

Conference. 

Rosabeth Moss Kanter’s opening 

address to the Conference is 

summarised in the November edition of 

People Management and I shall not 

attempt a further summary here. Of 

more interest, however, was the sharp 

division of views on her performance 

which, interestingly, seemed to be 

divided on strictly gender lines. Female 

chairs that I spoke to were enthused 

about the performance but all the men 

felt it was lacking in substance. I 

wonder what that tells us. 

The role and structure of HR is a 

continuing subject of fascination for our 

profession-navel gazing is perhaps an 

unkind term for it - and for those 

addicted to it Harrogate 2005 did not 

disappoint with the closing keynote by 

Dave Ulrich. For myself, however, the 

more illuminating session was that on 

HR outsourcing and the assertion by 

Graham White, Head of HR for Surrey 

County Council, that HR should become 

‘a philosophy not a department’. Having 

attended the session I was not able to 

get an answer to the paradox of why 

membership of the profession is 

expanding at the current rate if the 

traditional work of HR is being 

outsourced as some speakers describe. 

We can predict that this will continue to 

be a subject of debate into 2006 and 

the CIPD expect to produce research on 

HR and Technology next summer. We 

have therefore arranged for our 

September branch meeting to provide 

an opportunity for members to have a 

first hand account of the research and 

debate the issue both with the 

researcher and a practitioner with 

practical experience of e-enabled HR. 

For those of our members in the public 

sector the name ‘Gershon’ will have 

particular significance as the 

government pushes for improved 

delivery of front-line services alongside 

greater efficiency and reduced staff 

numbers in what they tend to classify as 

‘‘backroom’’operations such as HR. The 

implications of Gershon for HR are 

considerable and branch members in 

the public sector will be particularly 

interested in the April meeting when the 

issues will be debated with Mike 

Emmott from CIPD Wimbledon and 

Mandy Coalter, Head of HR at Doncaster 

MBC who will be joined for questions by 

Dean Royles, Head of HR Capacity for 

the NHS in England. 

The back page of this newsletter 

contains information on the 

forthcoming meetings and further 

information will be available on our 

branch website which you can access 

via the CIPD site. 

Finally I would like to congratulate the 

large number of branch members who 

achieved upgrading this year on their 

professional recognition. For those of 

you who did not upgrade why not make 

it your new year’s resolution for 2006? 

On that note I will close and wish you 

all a merry Christmas and a very happy 

new year. 

Alec Kokinis 

newsletter 1

Contents... 

View from the Chair Page 1 

Editorial Comment Page 2 

Advertising Rates Page 2 

Thought for the Day Page 3 

New Membership Adviser Page 3 

Making Migration Work Page 4 

Consultant Network Meeting Programme Page 6 

Degree or Not Degree Page 6 

Ten Principles of Learning Page 7 

Employment Law Page 7 

Thinking of “Going it Alone”? Page 8-9 

Schizophrenia, Inuits and the Holy Grail: A Brief 

reflection on the Search for Professional Identity Page 10-11-12 

Three Steps to Diversity Page 13 

Pam`s Wordsearch Winner Page 13 

Consultant Network Group Page 14 

Thinking of Taking the Plunge into Self 

Employment? Page 15 

More Thoughts of a Tribunal Member Page 16 

Pam`s CIPD Word Search Page 17 

Welcome August, September, October, November 2005 Page 18 

CIPD Yorkshire and District Branch Committee and 

Newsletter Contact List 2005/2006 Page 19 

Dates for Your Diary Page 20 

Editorial Comment 

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EDITOR: Ken Norris, 8 Middlefield Close, Sheffield S17 3AR, Tel 0114 236 9529, Mobile 0785 5120509, ken.j.norris@btopenworld.com 

Material printed in the NEWSletter is not necessarily endorsed by the Institute or its Officers. The inclusion of any material is entirely at the 

discretion of the Editor. 

Design and Print by Cooper Design & Print Ltd,18 Ashley Business Court, Rawmarsh Rd, Rotherham S60 1RU. Tel 01709 828514. 

2 


Since the previous issue, we’ve managed to pack in a few thousand air 

miles to Sri Lanka and the Maldives, both of which suffered so tragically 

during the Boxing Day tsunami in the Indian Ocean. We toured the whole 

of Sri Lanka, including the badly scarred South West coast , making our 

admittedly puny attempt to see that financial aid got directly to the 

locals, as we felt that too often, much of Western donations end up in 

providing infrastructure to the aid-givers rather than the sufferers 

themselves. 

In keeping with former editorials featuring me in festive mood, this 

mugshot was taken during a tiger shoot in Yala National Park in 

southeast Sri Lanka. (Cameras Only!) 

Which brings me to my seasonal greetings, to wish you all....... 

A MERRY CHRISTMAS AND A HAPPY, HEALTHY AND PROSPEROUS NEW 

YEAR ! 

The closing date for Copy for the next issue No 35 will be 

Friday 24th March 2006. Publication will be on or before 

Friday 21st April, and will include details of our Branch Annual 

Report in preparation for the Annual General Meeting 

Ken Norris 

CIPD is a Registered Charity No:1079797

THOUGHT FOR THE DAY 

“To PC or not to PC, That is the Question!” 

No, I’m not referring to my laptop, but to the thorny 

issue of Political Correctness. 

This is defined on my free online dictionary as “relating 

to, or supporting broad social, political, and educational 

change, especially to redress historical injustices in 

matters such as race, class, gender, disability, religion, 

and sexual orientation”. 

Frankly, I am becoming more convinced as the years go 

by, that, although it is sensible to impose limits on 

acceptable language and behaviour in public 

relationships, many HR practitioners have followed 

current practice in adopting euphemistic substitutes in 

place of the original stark language concerning these 

matters. In this respect I would argue that in so doing, 

we are playing into the hands of people who appear to 

be making a living by sniffing out imaginary insults and 

creating antagonism in their wake. 

New Membership Adviser – Jayne Tory 

Having been elected at the recent AGM to take on the role of Membership Adviser for the branch I am now a couple 

of months into this next challenge within the South Yorkshire Branch. 

There are many different routes to achieving CIPD Membership and many individuals make enquiries to join the 

Institute either because they value the professional standing of the qualifications offered or the attainment of the 

grade that accompanies it. 

My role, when it is requested, is to give advice to members seeking to upgrade their membership status within the 

Institute or to locate a sponsor as well as working with the branch administrator to 

welcome new members to the area. My role also involves acting as a link between 

individual members, the branch and CIPD House to establish information on 

membership matters. 

If you would like advice on any membership question or are thinking of upgrading 

please contact me on my e-mail address or through the Branch Website and I will 

endeavour to reply to your message as soon as I can. I work full-time in Leeds and 

commute from Rotherham on a daily basis, so generally find time at the weekend to 

catch up with all my correspondence. If there is sufficient demand to justify the 

organisation of an Upgrading Event, I and my colleagues would be happy to oblige. 


Today I attended the Employment Law Update seminar 

delivered by DLA, which covered, inter alia, the Age 

Discrimination legislation which is due to come into 

force in October 2006. As you all know there is 

currently, no such direct legislation against-unfairly 

discriminating against workers purely on grounds of 

age-so you can call me a “Silly Old Git” with impunity, 

(and frequently do!) 

But, come promulgation, watch your language, or you’ll 

have the Political Correctness Practitioners using the 

harassment clause to your detriment. 

But I promise, you may still continue calling me an SOG, 

without fear of a writ, as I’m still founder, and sole 

member of SCROTE, which you may recall, stands for 

“The Society for the Conservation and Revitalisation of 

Traditional English”, and as such I will continue to run 

the gauntlet of non-correctness, even when 

“protective” legislation is provided to working 

wrinklies. 

Ken Norris. 

Jayne Tory 


4 

MAKING MIGRATION WORK FOR 

BRITAIN 

The Government is proposing a change to the existing 

process that immigration, work permits and 

associated systems operate with the purpose of 

streamlining all existing processes (of which there are 

50) in to one five tier scoring process that should be 

more objective. 

The five tiers proposed are: 

Tier 1: Highly skilled individuals to contribute to growth 

and productivity 

Tier 2: Skilled workers with a job offer; and workers to 

meet specific overseas requirements. 

Tier 3: Limited numbers of workers to fill low skill 

shortages. 

Tier 4: Students: increasing exports and improving the 

education sector for the UK. 

Tier 5: Other temporary categories; visiting workers, 

selected development schemes and youth 

mobility/cultural exchange. 

The first two tiers will lead toward permanent residency, as will 

pot-graduate and doctorate level students in tier 4, but not the 

others. 

Clearly the CIPD is an employment-focused organisation, whose 

main area of interest is in the first three tiers and this is where 

this paper will focus. For those wishing more comprehensive 

information the Government’s consultation paper is available at: 

www.statewatch.org/news/2005/jul/uk-selectiveadmission-consult.pdf 

and the full document at 

www.archive2.official-documents.co.uk/document/ 

cm64/6472/6472.pdf 

The Government recognise that migration is positive and state 

“Migration makes a substantial contribution to economic 

growth, helps fill gaps in the labour market, including key public 

services such as health and education, and increases 

investment, innovation and entrepreneurship in the UK. We 

cannot fill our many job vacancies from the domestic labour 

market alone.” The suggested system is therefore designed to 

allocate points based upon the benefit that the individual will 

bring to the UK. The objective is to produce a system that meets 

the following tests: 

• Operability: The ability for government employees to use 

the system as it is specified, with little room for human 

error. 

• Robustness: The ability to detect and minimise abuse of 

the system. 

• Objectivity: That attributes of applicants and needs of the 

UK are defined in a factual way (minimising subjectivity, 

inconsistency and error); and the ability to evaluate similar 

applicants so that those with the same attributes receive 

the same entitlements. 

• Flexibility: The ability to respond to a changing labour 

market, in terms of both supply-of and demand-for 

migrants; and the ability for the process to be modified due 


to the particular characteristics (eg risk factors) of particular 

applicants. 

• Cost effectiveness: The ability to process applicants at a 

reasonable cost (ie which the applicants will be prepared to 

pay), whilst still maintaining quality of assessment. 

• Transparency: The ability for the government, potential 

migrants and other stakeholders to understand how each 

step of the process works, and for migrants to self-select. 

• Usability: The ability for different types of customers, 

employers and migrants to use the system. 

• Compatibility with EU and other legislative requirements: 

The ability to meet legal and any convention requirements, 

and to be robust enough to withstand challenge. 

The proposed measures for each tier are: 

Tier 1: Age – younger more likely to do well; English 

language; transferability of work experience, 

skills and qualifications 

Tier 2: Skills shortages (identified by Skills Advisory 

Board); Resident Labour Market Test (where an 

advertised job remains unfilled); salary level 

(measure of worth to UK); higher fees, or 

auctions, to employers demonstrating 

employer’s need 

Tier 3: (Government is not convinced there is a need for 

low skill migration from outside the EEA). This 

would be time-limited; no accompanying 

dependents; could not switch to other tiers 

whilst here. They could re-enter under tier 3 or 

other tier after return home 

The last two tiers are not included as they do not relate to 

employment, but should there be an opportunity for Tier 5 

(visiting workers, exchange students etc) to be able to switch 

tiers whilst here? 

It is proposed that all migrants, excluding Tier 1, would require a 

“sponsor” and it is suggested that sponsors “could help to make 

the system work” by: 

• Assessment of prospective migrants and confirming that 

applicants meet the criteria 

• Confirming, with evidence, that the migrant is needed in 

the UK in the category specified 

• Letting the Home Office know when a migrant leaves 

work, or stops attending their studies. 

It is proposed to have a list of sponsors that are known to be 

compliant to help reduce bureaucracy 

As further security for those migrants coming from “higher risk 

countries” should lodge a bond which would be returnable 

when there is evidence that they have returned to their country 

of origin. The bond would be sufficiently large to deter people 

forfeiting the bond to remain. To process this it is also suggested 

that there would be an administration fee. 

David Radmore 


CRONER CONSULTING 

Regional Employment Consultant – South Yorkshire 

Salary: £25,500 plus Company Car or Car Allowance 

Croner Consulting Limited is the UK’s leading provider of Employment Law, Health & Safety, and Taxation 

advice to businesses. With a strong ethos of client service and the dedication and expertise of our teams 

throughout the UK, we have grown consistently and profitably during the 28 years we have been in business. 

Working in partnership with our clients, we offer a comprehensive range of advice and practical support. Our 

clients come from all sectors of the business world and range from SMEs through to blue chip enterprises. 

Due to continued growth, we are looking to expand our team of Regional Consultants in the North of 

England. Our Consultants come from either a human resources or legal background. 

Presently, we have a vacancy for a Consultant to operate in South Yorkshire. 

Our home-based Consultants are responsible for looking after a portfolio of clients in the designated region. 

Key responsibilities are for the creation and maintenance of clients’ Contracts and Handbooks. 

So if you are interested in joining our Team and have: 

• Good knowledge of employment law and its application, and a pragmatic approach to 

problem-solving. 

• At least 3 years HR practitioner at HR officer level or above and be able to demonstrate a good 

working knowledge of employment law. 

• Well-developed interpersonal and written and verbal communication skills. 

• Computer literacy skills. 

• Enthusiastic, positive and team-orientated work attitude. 

• CIPD qualified or working towards CIPD qualification or relevant degree. 

• Full and valid UK driving licence. 

Then we would like to hear from you. 

Please contact Nick Peach, Field Operations Manager, by sending your CV with a covering letter to: 

Croner Consulting Limited, Croner House, Wheatfield Way, Hinckley, Leicestershire, LE10 1YG; 

Email: nick.peach@cronerconsulting.co.uk 

Closing Date: Friday 13 January 2006 



5

DATE THEME FACILITATOR 

Monday 9th Jan 2006 Using a problem analysis process in 

consulting situations- a tried and tested 

method developed by Nigel in working 

with his clients. 

Wednesday 1st March 2006 Working on consultancy assignments 

overseas. 

The positives and negatives of 

working overseas. 

Entry strategies for international 

work. 

Question based open forum. 

N.B. All meetings take place at St Mary’s Conference Centre, Bramall Lane, Sheffield. We meet in the First Floor Meeting Room. 

Ample parking is available. E mail reminders are sent prior to each meeting. Please inform Michele if you would like to attend. 

Refreshments are available. 

Contact: Michele Lockwood-Edwards- Consultant Network Co-ordinator. 

MLE.Consulting@blueyonder.co.uk 

Tel: 0114 221 5979 

Notes are available for CIPD members for meetings which have taken place. 

DEGREE OR NOT DEGREE 

My observation in this edition does not concentrate on errors 

of punctuation that cause amusement, shock or 

misunderstandings. As a long standing member of the Institute 

my contribution this time concerns matters of much more 

personal interest. 

The Daily Telegraph reported (17.08.05) that the chief executive 

of an NHS Trust had landed a £115,000 a year job by ‘faking his 

CV’. Apparently he claimed that he had a first-class BA in 

business administration and economics, was a graduate of the 

6 

Consultant Network - South Yorkshire Branch 

Meeting Programme 2006 

Monday 8th May 2006 Coaching-a cognitive behavioural 

approach- exploring this approach to 

coaching and talk about other models 

you use too. 

Wednesday 5th July 2006 Icebreakers, management games, 

exercises and simulations. 

Bring your best examples that you have 

used successfully. Share pieces you have 

devised with colleagues. 

Monday 11th September 2006 Appreciative Inquiry 

Exploring techniques in consulting. 

Wednesday 22nd November 2006 Using drama techniques in training and 

consulting- a playful approach. 

Comfy clothes and open minds a must! 


Nigel Harrison 

Barry Senior and Pat Bairsto 

Libby Copeland 

Jon Colman 

Barry Senior 

Ian Mosedale 

Michele Lockwood-Edwards 

Institute of Personnel Management and had a post-graduate 

diploma in forensic medicine, all from Nottingham University. 

When pressed to produce his qualifications it is alleged that he 

produced bogus documents. The magistrates referred the case 

to the Crown Court. 

What particularly intrigued me however was that in its report 

the Telegraph said ‘He could not have graduated from the 

Institute of Personnel Management because it does not exist’. 

What I wonder does that mean for my own qualification and 

those of all my colleagues? 

Observer 


Ten principles of learning 

It’s fascinating to think that the whole of our 

education and training system, our schools, 

colleges, universities; our qualifications 

structures and our professional body regulations 

are based upon theories about how we learn 

which may or may not be right because thus far 

they are only that: a collection of theories. 

Some have an evidential basis and some appear to be in 

tune with our own experiences but if we actually knew 

through scientific proof how people do learn just think of 

the implications. We are not there yet and perhaps we 

never will be. In the meantime I’m grateful to my old friend 

Andrew Gibbons for bringing to my attention the following 

list created by Sylvia Downs. It rings bells with me. How 

about you? 

1. Learners need to know where they are going and 

have a sense of progress towards their objectives. 

2. The learning environment has to be one of trust, 

respect, openness and acceptance of differences. 

3. Being aware of, and owning the responsibility for 

learning lies with the learner. Others can only provide 

information and support, and provide feedback. 

Employment Law 

On Thursday 17 th November about 200 people squeezed into the millenium suite at Bramhall Lane for the 

employment law update breakfast meeting hosted jointly by the CIPD and DLA. This was without doubt the best 

attended branch event for many years and those present heard an excellent explanation of the Age Discrimination 

Legislation from DLA partner Alan Chalmers and an update on some interesting discrimination cases from Associate 

Clare Gregory. 

The popularity of the topic meant that some members who applied to attend were not able to be accommodated 

and for this we apologise but hope that, as consolation, you have now received your copy of the presentation pack. 

The popularity of the breakfast event formula this year has meant that we will be repeating the event as a breakfast 

meeting next autumn and will guarantee that all members who apply to attend before a specified cut-off date 

(probably four weeks before the meeting) will be able to attend. 

For those who missed the meeting there will be a further employment law update on Tuesday, 21st March 2006 at 

High Melton and members may be interested to know that the committee are planning to run a half day 

discrimination law seminar in Sheffield some time in June 2006. This will be a paid event including breakfast and a 

buffet lunch. Full details will be included in with the March newsletter. 


4. Learners need to participate actively in the learning 

process. 

5. Learning should be related to, and use the learner’s 

experience and knowledge. 

6. Learning is not only a basic capability, but also a 

group of skills that can be developed and learned. 

7. Facts, concepts and skills are learned in different 

ways. 

8. Getting ideas wrong can be a valuable aid to 

developing understanding. 

9. For learning to be processed and assimilated, time 

must be allowed for reflection. 

10. Effective learning depends on realistic, objective and 

constructive feedback. 

David Pierce 

CPD Adviser 


Thinking of “Going It Alone”? 

People “go independent” for a variety of 

reasons. Moving out of corporate life is a big 

step and like most things in life, the better 

you plan for it the more smoothly the 

transition. 

Timing the Big Step 

Give yourself at least a few months to get prepared if 

possible. Make contacts with potential clients. This might 

mean your current organisation – your previous employer 

may well be one (if not the first) of your customers. 

Find out what the market wants, test your ideas. Is yours a 

niche market? If not what is going to make you stand out? 

Are you going to trade on current relationships? Do you 

know that your contacts are willing and able to offer you 

work? 

Use your CIPD links - come along to the Consultants 

Network (we meet quarterly) and talk to others already out 

there. You might want to join the buddy scheme that the 

network is setting up. For details of the scheme or dates of 

meetings contact the Consultant network chair – Michelle 

Lockwood Evans at MLE.consulting@blueyonder.co.uk 

Choosing Your Location 

You need to think about both where you will base your 

office space and where you want to find clients. 

Your base 

Initially basing your office at home is cheap and convenient. 

The downside can be that you never leave work, and 

keeping the boundaries is a challenge. Converting a garage 

or a large shed can provide a happy compromise if you have 

the space. If not, a separate room or very clearly marked off 

work space is a next best solution. At the very least make 

sure you can cover it up, lock it away or otherwise signal to 

yourself and the world that you are not at work. Consider 

a separate phone line so that you can choose to not answer 

it when the office day is over. 

8 


Renting office space so you go out to work can keep the 

boundaries, although this is a costlier option. It can offer a 

space where you can meet clients and some serviced spaces 

offer receptionist services and phone answering – which 

can enhance the image of your business. Some enterprise 

centres offer good deals for start-ups so research in this 

area – again your local Business Link should be able to tell 

you what is on offer near you. 

Again, do your research or setting up space in your spare 

time whilst still in paid employment. Remember, once you 

go “over the wall” no-one pays you for time not spent 

actually delivering. 

Where will the work be? 

How much travel you are prepared to do? Client location 

will depend where you are offered work. Most of us end up 

going where the work is offered, but you need to ensure 

that this is cost effective. Does it fit in with your plan for 

your working life? Grabbing anything just to be working in 

the early days is tempting, but it can set up a bad habit that 

it is hard to change later. 

How Busy Will Your Business Be? 

This may well depend on what you want from your work. 

Why do you want to go it alone? Do you want more time, 

more money, more freedom, and what will you give (or give 

up) to have this? 

A general guide for our business is a full time consultant 

usually works around 80-100 chargeable days per year. The 

rest of the time is taken up with marketing, admin, finance 

etc to run the business. If you are a “name” or a unique 

specialist you may work less and charge more, of course. 

A frequently asked question is “how much do I charge”. 

This will partly depend on what the local market will bear, 

so do your research before starting out. 

What would you pay now? Ask others in similar roles what 

they pay. 


You will probably find that the answers vary considerably, 

often between £250 and over £1000 per day depending on 

the work and the relationship between supplier and client. 

When deciding how much you want to earn remember to 

multiply your daily rate by the amount of days you are likely 

to be earning, then take about a third to a half of the total 

away for running costs. Again actual amounts will vary 

depending how much travel you are doing, what you will 

spend on advertising, etc. 

Finding your Clients 

This is a vast topic in itself but there are a few key things to 

bear in mind. 

Do you want to work direct for clients or become 

associated to larger organisations? 

The daily rate for the latter is likely to be lower but they 

bear all the marketing and other costs. Getting associate 

work is often a matter of making contacts with companies 

and either visiting them or sending them examples of your 

work. 

If you are looking for your own clients you will need to think 

about how to match what they want with what you can 

offer them. There are several ways of doing this. 

Think about what is likely to be of interest to them and how 

they will best respond to being approached. A good place 

to start is with yourself. What are your key concerns now? 

How do your suppliers find you at the moment? What 

approach do you best respond to? 

If you have a very unique approach or system to sell, direct 

mailing might work, but if you, the person, are an integral 

part of the product you will need to seek face to face 

contact. 

Try building up your networks such as attending CIPD 

general meetings and the consultants network, Business 

Link events, Conferences (especially if you can offer to run 

a session on a topic of current interest). Raise your profile 


by contributing to magazines, newsletters, electronic 

discussion groups etc. then your name is better known 

when you approach potential clients. 

Look out for invitations to tender for work – or get yourself 

on the lists of companies you would like to work for. Writing 

proposals and tenders can seem a chore but a few 

successful bids can lead to developing long term 

relationships with key clients. 

Monitor what works for you over time so you can spend 

more time doing what works and less time on what 

doesn’t. 

Rewarding yourself 

Working for yourself can be very satisfying in itself. It can 

also feel like a real slog sometimes. There is no-one else to 

pat you on the back or tell you the job went well, so it is 

important when planning to start your own business to 

decide how you will keep yourself motivated. 

Specific days off, early finish on Fridays, a mentor, an extra 

day at the end of a business trip to see the sights – what 

does it for you? This is your chance to be the kind of 

boss you always wanted, and even when it seems like a slog 

few “independents” express any desire to go back into 

corporate life. 

Roisin Murray 

Arts Of Change Ltd 

Roisin@artsofchange.co.uk 

0114 289 0034 


SCHIZOPHRENIA, INUITS AND THE HOLY GRAIL: A BRIEF REF 

In 1978, Karen Legge wrote an influential book on 

Personnel Management in which she identified 

some of the difficulties practitioners faced in 

demonstrating Personnel’s contribution to 

organisational success (1) She also highlighted the 

different roles and contributions of the personnel 

specialist and line managers, and recognised the 

difficulties and challenges in cordinating the work 

of these different contributors to the management 

of people. The importance of her work lies in the 

recognition that Personnel/HR, as a management 

function, is associated with ambiguity and 

uncertainty, and that the search for identity and 

clarity about what Personnel/HR is, would not be 

straightforward and necessarily result in 

agreement. Even, what might be considered the 

relatively simple task of deciding on a common 

name has proved problematical and inconclusive. 

Yet, the search for the ‘true meaning’ of HR and its 

identity has been an enduring feature of what many 

academics and practitioners have been trying to discover 

for the past 30 years or so. Perhaps it is time to call a halt 

to this arguably fruitless search for consensus and accept 

that HR is a profession suffering from an inherent form of 

schizophrenia, not in the sense of being deranged, 

(although some might be sympathetic to this view,) but 

because of its equivalent of a split personality. 

Using a human pathological condition to illuminate the 

nature of a branch of management or professional 

practice can be justifiably criticised on the grounds that 

the analogy is inappropriate, particularly where meanings 

are stretched beyond the bounds of acceptability, but in 

this case, I genuinely believe its use is justified. The 

simplistic association between schizophrenia and split 

personality is not one that most psychiatrists are 

comfortable with, but the common usage of the term is 

associated with people who suffer from ‘living in two 

worlds,’ and my argument is based on the belief that HR 

‘exists’ in two quite distinctive and potentially conflictual 

worlds. The very roots of the Greek word from which 

schizophrenia comes - to split or divide - captures the 

very essence of what Personnel/HR has been suffering 

from since I first began studying the subject – a lack of 

consensus over what ‘it’ is, and how its internal 

differences and contradictions can be explained and 

reconciled. (2) 

10 


The very problems we have in deciding what descriptive 

term we choose to use encapsulates its divided identity: 

Is it Personnel or HR, or HRM, or do they mean the 

same? Should it be ‘hard’ or ‘soft’ or possibly 

‘lumpy?’ Should managers treat employees as 

people or as economic resources? Are people an 

organisation’s most important source of 

competitive advantage or an economic cost to be 

cut back at every opportunity? 

And then came Strategic HRM, which caused some 

observers to wonder, given that HRM was supposedly 

‘more strategic’ than Personnel Management exactly 

what world this new incarnation represented. Confused 

and cynical? Read on! 

Researching for an introductory chapter on a new student 

text, I came across one American writer who suggested it 

was time to move away from using human resource 

management and embrace the term ‘people 

management.’ (3) Does this represent something new , a 

play on words, or is it a genuine step forward in our efforts 

to make sense of our world and how, through what we do, 

make a difference in the lives of workers and the 

organisations which employ us? More importantly, how 

would we know? It really is difficult to be sure whether 

the addition of new terms is a way out of our confusion or 

a source of even greater uncertainty. 

But the terms continue to grow. During the recent 

National Conference, one exhibitor was heard to talk 

about, ‘human capital engineering,’ whilst the expressions 

human capital and human asset management are now 

well established in the vocabulary of HR. And it wasn’t 

that long ago that many Personnel Departments closed 

their doors on a Friday afternoon and re-opened on 

Monday morning as the Department of Human Resources. 

Even more bizarre was the metamorphosis experienced 

over the weekend by many staff who were transformed 

from Personnel Officers/Managers to HR strategists and 

consultants. 

I’m not sure who might have been more 

confused, those who lost one identity and 

acquired another , or the line managers they 

were supposedly working with! 


LECTION ON THE SEARCH FOR PROFESSIONAL IDENTITY 

Even if HR isn’t schizoid, those trying to make sense of its 

many incarnations are likely to be! Any possibility of an 

identity crisis here? I’m also fascinated by the growing 

range and variability in the metaphors used to describe 

HR roles. My earlier recollections come from the first 

edition of the Torrington and Hall book in which HR 

practitioners were variously described as social refomer, 

clerks of works, contract manager, and that never to be 

forgotten, ‘acolyte of benevolence.’ (4) More recent 

metaphors refer to the HR practitioner being an architect, 

navigator, builder, policeman(person) and the conscience 

of the organisation. Just imagine the practical problems 

of knowing which role you were playing on which day, or 

the line manager trying to make sense of what you were 

trying to do! Which way to the asylum? 

The use of metaphors can be an interesting and valid way 

of capturing the different dimensions of HR work, but they 

can also confuse and trivialise, and more importantly, as 

more and new metaphors are used, they can contribute to 

the feeling that HR is still in an identity crisis. 

This is where the Inuits come in to the story. I use 

the term Inuits because I believe that this is what the 

people who inhabit the Arctic regions of North America 

prefer to be called, although, until recently, they were 

generally known as Eskimos. For Personnel and HRM read 

Eskimos and Inuit! However, the reason I refer to these 

people is to do with their use of language and how we in 

HR might learn from their ability to develop multiple 

meanings for what appears to be the same phenomenon, 

without creating uncertainty and confusion.. Take the 

Inuit word for snow. I actually don’t know the exact 

number of words and expressions they use to describe the 

important differences in the structure, texture and 

characteristics of snow, but I remember reading 

somewhere that there might be around 28 different 

words. The number itself is not the important point; what 

is, is the fact that the Inuits are comfortable with so many 

different words because they all express different 

meanings which are understood and shared by all. The 

important, and to them, complex world of snow, is made 

accessible to all who inhabit their world by mutually 

shared meanings communicated within and by a common 

language. 

We have much to learn from the Inuits because I suspect 


that part of the problem with HR, and the source of much 

uncertainty and confusion, is to do with language and 

meaning. Perhaps, as with the Inuits, we need to become 

comfortable with the complexities of organisational life 

and professional practice and understand that there are 

subtle and important differences that we need to accept 

and share. But, and it’s a big but, there has to be a 

common language that everyone involved in HR, in the 

widest sense of the term, can understand and contribute 

to. There is no one Inuit word for snow which is better 

than any other, they all have value because they serve to 

support the lives of the Inuits and give them control over 

part of their environment. Of course, the difference we 

have to understand, is that the 28 words for snow are 

based on actual rather imagined or contrived differences 

in what snow represents. 

Unfortunately, part of the HR profession is complicit in the 

development of language that confuses, and undermines 

its claims to be the key contributor to organisational 

success. In a further manifestation of the schizophrenic 

status of HR, Keith Hammond’s incisive and critical article 

entitled, “Why We Hate HR,” illustrates the problems 

those in the profession have in communicating what their 

role and contribution is. (5) Hammond describes 

attending an HR conference at which an experienced 

practitioner presented a paper called, “From Technicians 

to Consultants: How to Transform Your HR Staff into 

Strategic Business Partners.” During the presentation the 

speaker referred to ‘internal action learning,’ ‘leveraging 

human resources,’ and described initiatives in 

performance management, organisational design and, 

‘horizontal-solutions teams,’ all of which left the audience 

dazed and unclear, and, according to Hammond, left him 

with no idea what she was talking about. If members of 

her own profession struggled with the language, it’s not 

difficult to imagine those outside becoming even more 

cynical about what HR ‘is’ and what it is offering to do for 

them. 

And so to the Holy Grail. In modern day culture, this 

term is used to describe a distant, and all-butunobtainable 

ultimate goal for a person, organization, or 

field to achieve. For instance, cold fusion or anti-gravity 

devices are sometimes characterized as the “holy grail” of 

applied physics. For HR, the Holy Grail can be expressed in 

one simple word, acceptability. The need for status, 

continued... 


continued... 

credibility and recognition are seen as keys to unlock the 

door leading to the ‘Top Table’ from where HR, or more 

accurately those who represent ‘it’, will at last be 

accepted by the historically dominant forces of Finance, 

Sales and Marketing and Production. 

But how to discover the Holy Grail of HR? Where 

does it lie, what does it look like and what does 

the journey hold for those who embark upon it? It 

seems to me, that there is not one road but two. Both 

have different starting points, go in different directions 

and demand different things from those who journey on 

them. HR is indeed a world of two parts, but there is 

nothing inevitable about the distance and relationship 

between them. It may well be that the point at which 

the two worlds come together, if this is possible, is where 

the Holy Grail can be found. 

One world of HR is that inhabited and defined by HR 

professionals, whose agenda, language and contribution 

has often been questioned by academics and senior 

managers alike. It is the world of models and roles, of 

strategy and strategists, change agents, employee 

champions, formality, rationality, and professional 

expertise.. In its most developed form, it is the kind of 

HR promoted by Dave Ulrich, who with his newly 

developed value propositions – 14 in all - offers 

practitioners a vision of what they need to do to 

eventually be recognised and be admitted to the ‘top 

table’. (6) 

The other world is the place where people live and work; 

it is the totality of their physical, social and psychological 

environments. It is where they do their jobs and make 

their contributions to the organization and it is where 

they collaborate with others and are managed by others. 

It is the world where people struggle and become 

stressed, but also the place where people can realise 

their ultimate potential. It too, is a world of 

contradictions. This is a world that is not often visited by 

people from HR. I’m not even now it exists, but according 

to Michael West, it is the place where the most important 

influences on employee behaviour and performance are 

to be found. West argues that the power of positive 

feelings that follow from working in a supportive and 

secure environments in which interaction, trust, risk and 

membership of work communities are positive features, 

is critical to understanding employee commitment and 

performance. But it is not HR that leads in the building 

and maintaining of this world, but of necessity it is the 

12 


line manager who has to play this role. Some would go 

further and argue that it is the employees themselves 

who need to be empowered to take responsibility for 

shaping their world of work. 

Which is the ‘real’ HR, or are there really two quite 

distinctive branches?. Does it really have a split 

personality? I believe that it does, and that such 

differences are inherent and inevitable. What HR really 

needs, is to allow us to make sense of these differences 

by showing how they are related rather than trying to 

resolve them. We need a ‘general theory’ of HR which 

offers a common language, shared meanings and 

understood relationships. Parts of this theory do exist, 

but primarily in that part of HR explored by West. But a 

theory that unifies the two parts is more a dream than a 

reality, although we can but hope that somewhere, 

sometime, HR will find its own Einstein. 

In the meantime we shall have to learn to live 

with our schizophrenia and continue to take the 

medication! 

References 

Paul Banfield 

1. Legge, K.Power, Innovation and Problem-Solving in 

Personnel Management. London, McGraw-Hill. 1978 

2. http://www.google.co.uk/url?sa=X&start=25&oi=def 

ine&q=http://en.wikipedia.org/wiki/Schizophrenia 

3. Adalberto, C. “Advances and Challenges in 

Human Resource Management in the New 

Millennium.” Public Personnel Management: Spring 

2001, Vol.30 Issue 1. 

4. Torrington,D. & Hall,L. Personnel Management. 

Prentice Hall 1995 Chapter 1. 

Branch Education and 

Development Adviser. 

5. Hammonds, K. H.“Why We Hate HR.” Fast Company. 

Issue 97, August 2005, page 40 

6. Ulrich, D. & Brockbank, W. The H.R. Value Proposition. 

Harvard Business School Press 2005 


THREE STEPS TO DIVERSITY 

There is no right and wrong way to implement a 

diversity strategy. However, you may be 

interested to know that in reviewing their 

approach, Acas Northern Region recently found 

three areas to address. 

The first area is the one with which most people are 

familiar - to develop relevant policies and strategies. This 

does not just mean revisiting existing Equal Opportunities 

policies (or even worse, simply re-naming them Diversity 

policies!), but critically reviewing all HR policies to check 

they are consistent with the desired approach to diversity 

and understood by staff. 

Second, not only must organisations drive out 

inappropriate behaviour such as harassment and bullying 

but they must encourage something far more positive to 

replace it - a culture based on recognising and harnessing 

the differences between people. To do this managers need 

to understand the business benefits of diversity and act as 

role models in the way they treat others. 

The final area is the most difficult. This is to work with all 

staff (and managers in particular) to use and to be seen to 

use a diverse approach to all decisions they take. This 

means gathering all the facts (rather than making 

Pam’s Wordsearch 

Winner 

The winner of the competition in Issue No.33 

was: 

Kate Kirby of Wingerworth, Chesterfield, who 

has now received the prize of £25 worth of 

WH Smith vouchers. 

The correct answer was “Training and 

Development adds value to an organisation’s 

bottom line” 

See Page 17 for this month’s 

competition. 


assumptions) and putting aside personal interests in order 

to take truly objective decisions. The rationale behind 

decisions must then be communicated to those affected. 

It is unfair to suggest that something as important as 

diversity can be “achieved” in just three steps but this 

model does at least break the topic up into manageable 

chunks. However, each step needs a lot of work and what 

is required will vary from organisation to organisation. 

It also needs to be remembered that diversity is not a 

“one off” initiative, so regular reviews of the strategy and 

progress are essential. 

If your organisation would 

like to do more on 

diversity but needs help, 

perhaps we can use our 

experience to assist. Acas 

Northern region can 

provide help with equality 

and diversity issues in 

Yorkshire and Humber. Call 

Rich Jones on 0113 2053 

862 or email for further 

information. 

Rich Jones 

www.lthr.co.uk 

01943 462812 

HR recruitment specialists for the 

Yorkshire region 


Consultant Network Group 

14 


Michele Lockwood-Edwards has succeeded 

Diane Turner as Coordinator for the South 

Yorkshire Branch’s Consultant Network 

Group. 

Diane Turner and Adele Firth revived interest in the Consultant Network Group over two years ago and it is now thriving again 

and has welcomed back a number of members who used to attend regularly and also many new members. 

Michele works as a freelance Organisation Development Consultant and has been self-employed for seven years. Before 

becoming self employed she has worked in various fields, ie 

In community theatre, secondary school teaching, adult education teaching and most recently as Head of Training and 

Development in an acute trust in the heath service. Michele works as a consultant, facilitator, coach and mentor and has a 

passion for learning. 

Michele says, 

“Self-employed consultants face similar challenges- where to get work, how to manage workloads, how to use your 

time effectively, how to maintain CPD when you no longer belong to an organisation. The psychological demands of 

dealing with the uncertainty of self-employment can be quite demanding, so to have a local network is great. I’d like 

to see it grow even more. In particular I’d like to build more links to the main branch.” 

The Consultant Network exists to: 

• Help us generate learning opportunities, sharing experience and learning from one another. 

• Challenge our practice constructively and ensure we remain up to date and aware of developments. 

• Provide support to one another as colleagues. 

• Help us look out for opportunities for business; it’s not unusual for consultants to realise that they can 

work together and create opportunities for themselves by joining forces and pooling skills. 

The 2006 Consultant Network Programme has been published. 

To learn more about the network or to join and find out about meetings, contact Michele on 0114 221 5979 or by e mail E 

Mail: MLE.Consulting@blueyonder.co.uk 

New members welcome. Do get in touch. 


Thinking of taking the plunge into self 

employment? 

Not quite sure if it’s for you? 

The Main South Yorkshire CIPD branch and the Consultant Network Group are exploring hosting a joint 

event in Spring 2006. This is likely to be a whole day event on ‘The pros and potential pitfalls of 

being freelance consultant’ and will be facilitated by freelance consultants working in South 

Yorkshire and beyond. There will be a small charge for the event to cover venue and refreshment costs, 

within the range of £15 - £25. 

The target audience for this event is: 

• Those who may currently be employed and be considering becoming freelance consultants in 

HR, OD or training and development. 

• Those wanting to explore various career options, e.g. perhaps portfolio working and who may 

be contemplating a reduction in employed hours and partial self employment. 

• Those interested in becoming self employed at some point in the future. 

What will people gain from attending? 

Format: 

• At the end of the session participants may be clearer on whether self employment is for them 

• It will provide an opportunity for those contemplating self employment to explore ideas and 

discuss options, also 

• Hear stories and ask questions about how and why others got started 

• Explore how freelancers get work 

• Explore the benefits and disadvantages of self employment 

This will be a learner-led event. We envisage a maximum of 20 participants in order that we can explore issues 

in detail. If the event is successful it could be offered again at a later point in the year. 

The event may include: 

Making the transition-what do you need to think about? 

Finance 

Registering your business- business options 

Motivation, values, what do you have to sell? 

The local environment and competition- who’s out there? 

Research, marketing, contracting with clients. 

Question and answer sessions. 

To register your interest: 

This event is open to CIPD members in South Yorkshire. To register an expression of interest to enable us to gauge 

need and likely numbers, anyone interested please e mail Michele Lockwood-Edwards of the Consultant Network 

Group to indicate your interest in attending: 

“The pros and potential pitfalls of being a freelance consultant’”. 

We look forward to hearing from you. 

E Mail: MLE.Consulting@blueyonder.co.uk 


newsletter 15

More Thoughts of a Tribunal Member 

As I was leaving the tribunal office the other day, I 

reflected that I had been a member of the august 

body for about five and a half years. What have I 

learnt? Certainly when people have asked me if I 

enjoy sitting and hearing cases I always reply that I 

am learning all the time and that I now know a lot 

more employment law than I did years ago. This is 

analogous to my previous incarnation as a lecturer, 

when the best way to learn a subject was to teach it! 

It’s true. 

Although we have training sessions and are sent the IDS 

fortnightlies and briefs we are of course guided by the chair as 

to what the law says and most recent interpretations by EAT 

and other courts. This helps because lay members like myself 

may well not be au fait with the detailed nature of changes 

such as one recent issue, when it was pointed out that 

consultation under TULRA (CA) until 1995 had ìto begin at the 

earliest opportunityî, but now consultation has to be “in good 

time” – whatever that means! Whatever we think of the law 

and regulations we have to keep our interpretations within it, 

and that is an ever-present constraint. I remember in one of my 

first cases, we could do nothing about an outrageous injustice 

to an employee simply because the period of service was just 

short of that required by the law. 

This opens the question of whether tribunal members are 

actually about dispensing justice, or something else. Because 

justice, to my mind, is bound up with whatever laws exist, it 

may be constrained severely. Fairness on the other hand is 

different. I think that we are about fairness. If we cannot do 

much about how the law is framed, then for both sides we can 

do a good deal in terms of fairness. For fairness is more to do 

with seeing the issue or circumstances in the appropriate 

context. We have all the papers and witness statements, and 

eventually final submissions, but actually hearing the 

arguments, the claimants, witnesses and so on, brings home to 

us the work environment, pressures, difficulties, and likes and 

dislikes of all the actors, as it were. 

This is relevant to proposals about the future of the tribunal 

system also. An informal arbitration system, which 

16 


governments have been pressing for some time, may be speedy, 

and cheaper, and largely paper based, but as I said in an earlier 

piece, what happens to the body of law and interpretations 

which at present provide the back drop for our considerations? 

How could an arbitrator ‘get into’ the work relationship, in 

effect how could he or she analyse and assess what had been 

going on? 

A recent case I know of which was delayed and postponed, 

which took months to hear because of attitudes and activities 

of the parties, turned out very differently than the panel 

thought after simply reviewing the paperwork. Because of the 

actual process of hearing, the questioning, the adversarial to 

and fro, the body language, the attitude of the parties to the 

tribunal process, is on display, evaluation can and does change. 

This is nothing to do with the law, for legal issues are sorted out 

and debated before the ‘real meat’ of the case; rather it is to do 

with, forgive the word, the sociology of the power and 

influences at play in the work situation. This is particularly true 

in a case where a direct clash of evidence suggest someone is 

exaggerating hugely. The question of credibility comes to the 

fore and it is doubtful that other systems of conflict resolution 

would be able to comprehensively assess these in the way 

tribunals do. 

A final point is the “good management“ one. The CIPD 

readership of this newsletter is already a converted one I know, 

however, I would make the point that, without being 

bureaucratic, the system as we have it clearly encourages firms 

to think policy and procedures through, not least because to 

ignore this is to invite a claim. All who serve in the tribunals 

are aware that this does not bury 

the odd wild card who may take 

advantage of employer ignorance 

or even ineptitude, but it does 

point to the importance of good 

policy and implementation, which 

surely is a key element in the way 

HR operates. And isn’t that 

fair? 

Ian Boraston 


Win £25 W H Smith vouchers by solving … 

Pam’s CIPD Word Search 

36 words relating to Christmas have all been hidden in the diagram – backwards, forwards, up, down or diagonally, 

but always in a straight line without letters being skipped. You can use the letters in the diagram more than once. 

You will probably find it helpful to mark the words in the diagram and cross them off the list as you find them. One 

word cannot be found though! 

How to enter: 

Simply write the missing word, together with your name and address, clearly in block 

capitals and send this, together with the small Competition Voucher below, to: 

Miss Pam Holmes, 22 Piece Fields, Threshfield, Nr Skipton, BD23 5HR 

to arrive no later than 31st January 2006. 

Committee Members may not enter – there are no alternative prizes – and Pam’s 

decision as to the winning entry is final. 

Wishing you a Happy Christmas and Happy Puzzling… and be sure to send 

in your entry soon – yours might be the winning entry! 


BETHLEHEM 

CARDS 

CAROLS 

CHRISTMAS TREES 

CHURCH 

FAIRY LIGHTS 

FEAST OF STEPHEN 

FESTIVE 

GIFTS 

GOOD CHEER 

GREETINGS 

HOLIDAYS 

HOLLY 

INN 

JESUS 

JINGLE BELLS 

JOSEPH 

LAMB 

MARY 

MIDNIGHT MASS 

MINCE PIES 

MISTLETOE 

MULLED WINE 

NOEL 

PARTY 

PRESENTS 

PUDDING 

ROBINS 

SANTA 

SNOWMAN 

SLEIGH 

SON OF GOD 

STAR 

STUFFING 

TINSEL 

TURKEY 

XMAS 

Competition Voucher WS12/05/PMH 


WELCOME AUGUST, SEPTEMBER, OCTOBER, NOVEMBER 2005 

We welcome these newcomers to our branch and look forward to meeting you at our events. 

18 

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MISS R GODDARD CHARTERED MEMBER 

MRS C H HORNER CHARTERED MEMBER 

MR L D KEMP CHARTERED MEMBER 

MISS S F CASEY 

MISS R CREIGHTON 

MISS L M DUNWELL CHARTERED MEMBER NORTH YORKSHIRE 

MR R MUIR GRADUATE LANCASHIRE 

MISS K A GREANEY CHARTERED FELLOW 

MISS J S GREGORY CHARTERED MEMBER 

MRS C A MACHIN CHARTERED MEMBER 

MRS J SCOTT CHARTERED MEMBER 

MISS S DAVIES 

MRS G DOOGAN 

MISS A L NICOLL AFFILIATE SOUTH LONDON 

MR S PEET ASSOCIATE NORTH YORKSHIRE 

MRS C HAYLE CHARTERED MEMBER 

MR R C JARMAN CHARTERED MEMBER 

MISS L M SEDMAN CHARTERED MEMBER 

MR M A WALSH CHARTERED MEMBER 

MRS D EVANS 

MR M FARMER 

MISS L A ROPER CHARTERED MEMBER LINCOLNSHIRE 

MR B N SOMERS ASSOCIATE HUMBER 

MISS C FOSTER 

MRS P FRASER 

MISS J MARSDEN CHARTERED MEMBER 

MRS M OATES CHARTERED MEMBER 

MR R J MCLEOD BAKER CHARTERED MEMBER 

MRS N BARNFIELD CHARTERED MEMBER 

MR D STONE AFFILIATE READMISSION 

MR D VOZNIAK GRADUATE HUMBER 

MRS K GLOVER 

MISS D GRIEVSON 


MRS Z CLOSE PIGGOTT CHARTERED MEMBER 

MS B L RUSSELL CHARTERED MEMBER 

MRS R E BOURNE CHARTERED FELLOW 

MRS M T CHARLESWORTH CHARTERED MEMBER 

MR M S WOOD GRADUATE WEST OF ENGLAND 

MISS L D ANDREWS AFFILIATE READMISSION 

MR W SHEFFIELD CHARTERED MEMBER 

MR A CRAPPER CHARTERED MEMBER 

MISS C V DONEGAN CHARTERED MEMBER 

MR J GU 

MISS F GUEST 

MRS L HAMPTON-GUEST 

MR T J MURPHY CHARTERED MEMBER READMISSION 

MR E M SANDLAND CHARTERED MEMBER READMISSION

CIPD SOUTH YORKSHIRE AND DISTRICT BRANCH COMMITTEE AND NEWSLETTER CONTACT LIST 2005/2006 



SOME FURTHER PLANNED EVENTS FOR YOUR DIARY 

JUNE. (DATE to be advised) DISCRIMINATION LAW UPDATE 

We hope to hold a half day seminar at Sheffield United football ground, 

Bramall Lane starting at0800hrs with breakfast and finishing at lunchtime 

with a buffet. There will be a small charge for this event. 

MONDAY 12 TH JUNE at St Mary’s Conference Centre, Bramall Lane, 

“ONCE UPON A TIME” 

In this event for trainers, Roger Pattison and Margaret Wood will 

20 

Dates for your diary WHAT’S ON AND WHERE 

Here are the events planned in our branch programme until the next AGM, with an indication of 

probable dates for events for the remainder of 2006. 

We propose to issue a pocket size booklet during the forthcoming year, but meanwhile please use 

this sheet and our branch website as an aide memoire of future events. All commence at 6.30pm, 

preceded by a buffet at 6.00pm. 

If you intend to attend, please contact Jane Rodgers, Branch Administrator, as it helps to prepare adequate food and 

accommodation. Jane can be reached on 07950 540024 or sydcipd@hotmail.com 

MONDAY, 23 rd JANUARY 

St Mary’s Community Centre 

Yorkshire Police 

Bramall Lane 

Sheffield S2 4QZ 

FEBRUARY (TBA) 

City Campus 

Sheffield Hallam University 

Arundel Gate 

Sheffield S1 

TUESDAY, 21 st MARCH 

Lindley Suite, High Melton Site 

Doncaster College 

Doncaster DN5 7SZ 

THURSDAY, 6 th APRIL 

The Source Training & Conference 

Centre Meadowhall . 

MONDAY,22 nd MAY 

South Yorkshire Fire and Rescue 

Brigade Training Centre 

Beaverhill Road 

Handsworth Sheffield 


MENTORING FOR DIVERSITY 

Inspector Simon Mellors of the South Yorkshire Police will describe how the 

force has, following the Macpherson Report, developed a pioneering positive 

action mentoring scheme to promote diversity, and will review the effect it is 

having on attitudes toward diversity within our police force. 

THE LINK BETWEEN POSITIVE EMOTIONS AT WORK AND HUMAN BEHAVIOUR 

After his very successful presentation at Harrogate, Michael West will 

demonstrate how his research into work psychology can provide positive 

results in performance. (Exact details of date and venue will be published on 

branch website shortly and will be provided by Jane Rodgers, contact as 

above.) 

EMPLOYMENT LAW UPDATE 

Your opportunity to hear Hilary Larter and her team from Beachcroft 

Wansboroughs review latest developments in employment law including the 

new Age Discrimination Regulations. 

BUILDING STRATEGIC HR FUNCTIONS 

IN THE PUBLIC SECTOR 

The Gershon Report is having a major impact on the Public sector and not least 

upon delivery of HR. Mike Emmott, CIPD’s advisor on employment relations will 

present the results of CIPD research into the challenge facing public sector HR. 

he will be joined by Mandy Coalter, head of HR for Doncaster MBC, to 

give a practitioner’s view. They will then be joined on a panel by Dean Royles, 

head of HR capacity for England for the NHS, to field your questions. 

ANNUAL GENERAL MEETING 

To be quickly followed by a tour of the facility, and a demonstration of fire 

fighting techniques. HR is often accused of “fire fighting” so we may learn a 

few useful tips! A buffet and a networking opportunity will follow. 

demonstrate how story telling can be turned into powerful delivery medium 

to facilitate learning. 

THURSDAY 28TH SEPTEMBER at The Source Meadowhall. 

“THE IMPACT OF IT ON HR” 

Vanessa Robinson from CIPD’s Research unit will talk about their latest 

research, while Alan Swann, head of HR for Rotherham MBC will give us a 

practitioner’s view on its impact. 

Further events will be announced in our April 2006 issue.

newsletter 15 - Chartered Institute of Personnel and Development

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