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<!--Generated by Squarespace V5 Site Server v5.13.156 (http://www.squarespace.com) on Sat, 18 May 2013 06:43:17 GMT--><rss xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:wfw="http://wellformedweb.org/CommentAPI/" xmlns:itunes="http://www.itunes.com/dtds/podcast-1.0.dtd" xmlns:dc="http://purl.org/dc/elements/1.1/" version="2.0"><channel><title>bold resources, journal and white papers</title><link>http://www.boldhr.co.uk/journal/</link><description></description><lastBuildDate>Fri, 17 May 2013 10:24:02 +0000</lastBuildDate><copyright></copyright><language>en-GB</language><generator>Squarespace V5 Site Server v5.13.156 (http://www.squarespace.com)</generator><item><title>Lessons in Leadership from Govan</title><dc:creator>boldhr</dc:creator><pubDate>Fri, 17 May 2013 09:56:04 +0000</pubDate><link>http://www.boldhr.co.uk/journal/2013/5/17/lessons-in-leadership-from-govan.html</link><guid isPermaLink="false">1006684:11573969:33724761</guid><description><![CDATA[The retiral of Sir Alex Ferguson as Manager of Manchester United last week has provoked much media comment. This has not just been about his undoubted mastery of his sport (although opinion is clearly polarised on this) but about his leadership abilities and how he has steered his club to global domination. Of course there must be an army of dedicated people there who have contributed to this success but what is there to learn from this remarkable man?]]></description><wfw:commentRss>http://www.boldhr.co.uk/journal/rss-comments-entry-33724761.xml</wfw:commentRss></item><item><title>Doing the right thing</title><dc:creator>boldhr</dc:creator><pubDate>Tue, 30 Apr 2013 13:51:49 +0000</pubDate><link>http://www.boldhr.co.uk/journal/2013/4/30/doing-the-right-thing.html</link><guid isPermaLink="false">1006684:11573969:33519045</guid><description><![CDATA[‘We have not chosen an easy path … but we have chosen the right one’ said Barclays CEO, Antony Jenkins last week. With the bank’s profits down by a quarter in the first three months of this year and amid one of the most ambitious business transformation programmes undertaken in this country, he is clearly at the eye of a storm that could either achieve his vision of making Barclays the ‘Go-To’ bank or it could wreck his career. The stakes couldn’t be higher for Mr. Jenkins.]]></description><wfw:commentRss>http://www.boldhr.co.uk/journal/rss-comments-entry-33519045.xml</wfw:commentRss></item><item><title>What's the deal?</title><dc:creator>boldhr</dc:creator><pubDate>Wed, 03 Apr 2013 12:39:44 +0000</pubDate><link>http://www.boldhr.co.uk/journal/2013/4/3/whats-the-deal.html</link><guid isPermaLink="false">1006684:11573969:33205613</guid><description><![CDATA[We all know that the challenges posed by the economic crisis since 2008 (yes, it’s been almost six years), double-dip recession, almost zero growth, public sector cutbacks etc. has put an enormous strain on the relationship between organisations and the people they employ. Overlay this with the challenges and opportunities presented by globalisation, the unrelenting advance of technology and new ways of working and it's no wonder that, in many organisations, employee engagement is at an all time low.]]></description><wfw:commentRss>http://www.boldhr.co.uk/journal/rss-comments-entry-33205613.xml</wfw:commentRss></item><item><title>HR and the Customer</title><dc:creator>boldhr</dc:creator><pubDate>Mon, 11 Feb 2013 10:16:39 +0000</pubDate><link>http://www.boldhr.co.uk/journal/2013/2/11/hr-and-the-customer.html</link><guid isPermaLink="false">1006684:11573969:32783823</guid><description><![CDATA[Since we created bold_hr, we’ve consistently argued that HR needs to be much more directly engaged with the customer agenda to ensure that everything is rooted in meeting and exceeding customer expectations. We’re on record as saying that much of what we’ve created in recent years has been anti-customer as we tied up our organisations in needless process and bureaucracy that did nothing to bring enthusiasm, fun and personality to the customer experience delivered at the front line.]]></description><wfw:commentRss>http://www.boldhr.co.uk/journal/rss-comments-entry-32783823.xml</wfw:commentRss></item><item><title>2013 – The Year of the Customer</title><dc:creator>boldhr</dc:creator><pubDate>Mon, 21 Jan 2013 10:17:12 +0000</pubDate><link>http://www.boldhr.co.uk/journal/2013/1/21/2013-the-year-of-the-customer.html</link><guid isPermaLink="false">1006684:11573969:32604576</guid><description><![CDATA[With 2013 well underway, the holiday season seems like a lifetime ago. One of the great things about the festive break was the opportunity to catch up with reading and TV programmes that I missed earlier in the year. One delightful programme I watched was ‘Inside Claridge’s’ which documented a year behind the scenes at the five star luxury hotel in the heart of Mayfair which has been catering to the rich, the royal and the famous since 1856.]]></description><wfw:commentRss>http://www.boldhr.co.uk/journal/rss-comments-entry-32604576.xml</wfw:commentRss></item><item><title>Consequences of making the wrong hire</title><dc:creator>boldhr</dc:creator><pubDate>Tue, 13 Nov 2012 16:36:38 +0000</pubDate><link>http://www.boldhr.co.uk/journal/2012/11/13/consequences-of-making-the-wrong-hire.html</link><guid isPermaLink="false">1006684:11573969:30652348</guid><description><![CDATA[Watching events unfold at the BBC has been fascinating and depressing in equal measure. This remarkable and beloved institution is in the midst of a major – and very public – crisis of its own making. Most organisations make mistakes (although admittedly not of this magnitude) but they’re usually able to deal with it out of the glare of global publicity and forensic comment and analysis.]]></description><wfw:commentRss>http://www.boldhr.co.uk/journal/rss-comments-entry-30652348.xml</wfw:commentRss></item><item><title>Values and Engagement</title><dc:creator>boldhr</dc:creator><pubDate>Thu, 08 Nov 2012 14:40:18 +0000</pubDate><link>http://www.boldhr.co.uk/journal/2012/11/8/values-and-engagement.html</link><guid isPermaLink="false">1006684:11573969:30350194</guid><description><![CDATA[The news from the Chartered Institute of Personnel and Development (CIPD) this week that 40% of employees in their recent Employee Outlook Survey believe that corporate values ‘aren’t worth the paper they’re written on’ is both alarming and unsurprising. A deeper look into the survey reveals that just over a quarter of employees are aware of their organisation’s values yet almost three quarters of employees believe that it’s important to have defined values to guide behaviour in the organisation.]]></description><wfw:commentRss>http://www.boldhr.co.uk/journal/rss-comments-entry-30350194.xml</wfw:commentRss></item><item><title>The (HR) revolution will not be televised</title><dc:creator>boldhr</dc:creator><pubDate>Fri, 05 Oct 2012 14:24:48 +0000</pubDate><link>http://www.boldhr.co.uk/journal/2012/10/5/the-hr-revolution-will-not-be-televised.html</link><guid isPermaLink="false">1006684:11573969:29641468</guid><description><![CDATA[This week’s Economist reports some welcome news - growth appears to be returning to the UK economy as numerous business surveys predict that activity is picking up. It’s hard to believe that we’ve been living on this economic tightrope since 2008.]]></description><wfw:commentRss>http://www.boldhr.co.uk/journal/rss-comments-entry-29641468.xml</wfw:commentRss></item><item><title>Search for a new boss in the private sector, too</title><dc:creator>boldhr</dc:creator><pubDate>Tue, 04 Sep 2012 11:03:19 +0000</pubDate><link>http://www.boldhr.co.uk/journal/2012/9/4/search-for-a-new-boss-in-the-private-sector-too.html</link><guid isPermaLink="false">1006684:11573969:27393217</guid><description><![CDATA[At this moment, the future of Brighton and Hove is being shaped almost as profoundly as it is by political elections – more so, arguably.

The position of council Chief Executive is up for grabs. The city is currently advertising for the person who will run an organisation that employs 8,000 people and spends around three quarters of a billion pounds a year delivering services to some 275,000 residents and 9,000 businesses: an organisation that can make or break the city’s future.]]></description><wfw:commentRss>http://www.boldhr.co.uk/journal/rss-comments-entry-27393217.xml</wfw:commentRss></item><item><title>Reputation - Reputation - Reputation</title><dc:creator>boldhr</dc:creator><pubDate>Thu, 02 Aug 2012 18:47:44 +0000</pubDate><link>http://www.boldhr.co.uk/journal/2012/8/2/reputation-reputation-reputation.html</link><guid isPermaLink="false">1006684:11573969:21136381</guid><description><![CDATA[In our blog last year Reputation Matters, we argued that HR had become disconnected from the customers of their organisations and that there was a major opportunity for it to develop and deliver programmes rooted in their businesses delivering consistently excellent service and raising the customer service bar. This would give the HR community an opportunity to contribute to the bottom line and raise its credibility with its own customers internally.]]></description><wfw:commentRss>http://www.boldhr.co.uk/journal/rss-comments-entry-21136381.xml</wfw:commentRss></item></channel></rss>