Recession-proofing HR: why should organisations keep investing in their people in a downturn? 
The current economic upheaval may lead some organisations to see learning and development as an area where cutbacks on spending can easily be made. But this may not always be as simple - or as economically viable - as you may think. So what are the arguments for keeping talent management near the top of the budget-holder's agenda?
Training and development leads to engagement, and engaged employees are known to be substantially more productive. Engagement also comes from strong, inspirational leadership, an individual capability and an organisational capacity that requires a sustained development focus.
Leaders may not have the skills to lead during tough times. Many of today's leaders moved upwards during periods of 'boom', and may lack the experience and expertise required to unite an organisation behind them and offer the clarity of purpose needed to succeed in a more constrained environment.
Seeing training as a disposable expense breeds cynicism in employees. At a time when staff might be more stretched due to a reduced workforce or because competition is tougher, their respect, commitment and loyalty are vital in motivating them to give the organisation what it needs to survive.
It's crucial to avoid brain drain when extra creativity and flexibility are needed. You may have had to make staff cutbacks, but, if anything, the 'survivors' will need extra help in adapting to widened scope in their roles as a result of downsizing, as they take on new responsibilities that they haven't been trained for.
Retention of the best staff is dependent on investing in them. Not showing a commitment to support your workforce through tough times may lead to an exodus when the economic situation improves and they are able to shop around for the job they want. 41% of organisations have lost staff for this very reason [pdf].
Read more about the key role learning and development will have in the tough times ahead > >
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So what do you really think of us? OPP's customer service survey results
So what do you really think of us? Dr Robert McHenry, our CEO, writes about our customer service survey results - and what we're doing about them.
Thanks to everyone who responded to our customer service survey this summer. We are pleased with the results, and to have the opportunity to create some concrete success measures for customer service based on what you've told us matters most to you. Robert McHenry shares his perspective as head of OPP®'s customer experience initiative.
In summary, our survey found that:
- Feedback was largely positive, with many of you giving a glowing recommendation of OPP's staff (as courteous, credible and knowledgable)
- Some specific areas for improvement were identified that were seen as irritating and as marring the overall positive experience of working with OPP. In particular, you told us that our payment processes and the user-friendliness of OPPassessment offer most room for improvement
- We have already taken action to begin to address this feedback, and also to re-focus on those customer service factors that you told us were most dear to your hearts
Read the survey results in more detail and find out who won the hampers on offer > >
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OPP®'s conflict research in the media
In October we published our research on conflict, Flight, fight or face it: celebrating the effective management of conflict at work > >
The study found that the average employee spends 2.1 hours every week dealing with conflict. Looking at attitudes to conflict in different cultures, the report emphasises that when managed effectively, conflict can be highly constructive and act as a driver for positive outcomes, rather than becoming a burdensome cost for an organisation.
Since the report's publication, the issues it raised have been discussed in the Financial Times, amongst a number of other national newspapers, in which the costs of conflict to British business were featured. The FT highlighted that although employees expect their managers to be able to deal with conflict efficiently, in fact this leadership skill may be missing from many managers' toolkits.
Read the Financial Times article in full > > [requires free registration]
HR Magazine also ran an article on the research, emphasising the urgent need for more widespread training in conflict resolution. Citing the report's findings that 66% of HR personnel had received useful conflict-management training, the article suggested that the two-thirds of managers who do not receive such training would greatly benefit from it in order to pre-empt workplace conflict before it becomes problematic, and to manage workloads so that stress-related conflict does not occur.
Read the HR Magazine article in full > >
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New MBTI® resource: Introduction to Type and Learning
A new booklet in the popular Introduction to Type series is now available, looking at how to use an understanding of psychological type in a teaching and learning context. Accessible for both MBTI® practitioners and those less familiar with the MBTI tool, the book encourages the development of learning strategies that suit an individual's preferences and whole type.
Starting with a general background to the MBTI instrument and types, the book goes on to emphasise key learning styles that appeal to different preferences. Hints and tips about corresponding teaching styles for managers, workshop leaders and coaches to use in order to accommodate different audiences are also given, resulting in a comprehensive and authoritative resource for practitioners and their clients alike.
Shop for this book and other MBTI products > >
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