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What is Strategic HR?

 Stuart: Strategic HR is working at a level within your organisation that is looking in advance, 3, 6, 9 months ahead. Every business owner should have a strategic plan that looks at the next 18 months to 3 years in terms of what they are trying to achieve and HR should sit alongside that. There should be a robust people plan that strategises what you are going to do with your valuable human resource within an organisation over that period of time as well and it should support the overall business plan.

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Why does a people plan need to start with a business strategy?

Two of our HR Directors, Alison Cooper and Victoria Sullivan, explain why your Business Strategy is so closely linked to your People Plan. Alison: You cannot have a people strategy or plan, without understanding the direction that your business is going in, they are just fundamentally linked. If you don’t do it in that order in terms of a strategic plan and then people plan, you will miss opportunities from a people strategy perspective to be able to drive delivery of the overall strategic plan. The two are so interconnected, one has to follow the other. Strategic plan first, followed by the…

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How can HR assist operations to improve performance? [Video]

One of our Regional Directors, Jo Ramsdale, explains how HR can assist Operations to improve performance. Jo: I think that HR and Operations should work very much hand in hand, when i was working in a senior operations role, my HR person used to sit on my shoulder and be with me all the time. It was really critical to doing a great job in operations. The reason for that is if you think about the operations element of the business, it has the largest number of employees and it generally has the highest level of complexity between the different levels…

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How Do I Deal With ‘Mood Hoovers’ Within My Business? [Video]

One of our Portfolio HR Directors, Gill Watcham, explains how best you should manage mood hoovers within your business.  Gill: In some organisations you certainly get people who either elevate the mood or depress it. Usually these can be people who are a little bit disaffected with whats going on and they affect all of the people around them. So values and behaviour frameworks are a great way of establishing the kind of behaviours you want in your organisation,and what its like to work here. Then you can use these really well with people to say, actually you do this and…

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Why should HR report to the CEO and not to Finance or Operations? [Video]

One of our Regional Directors, Stuart Calvert, explains why HR should report directly to the CEO.  Stuart: HR Directors sit on the board and that’s where they should be. Their focus is around the entirety of the organisation and they have to have a holistic view of what the organisation is all about. Sitting on the board and reporting to the CEO gives them that opportunity to really make a difference to the organisation. By reporting through another function there’s always a dilution of the message. Sitting at board level, speaking directly to the CEO, being that trusted partner and…

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How Do I Handle Long-Standing Team Members Who Are Just Cruising? [Video]

People Puzzles Portfolio HR Directors, Gill Watcham and Mark Davies discuss the best ways to manage staff when they begin cruising.  Gill: “Many organisations have people who have been in the business for quite a while and who tend to be not as well engaged as they were at the start of their career. My view is that a revamped development review process, or what some people might call the appraisal systems,  that really starts to talk to people about where there aspirations, or their ambitions are, can actually inject quite a lot of new life into existing people. And…

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Why do my millennial’s only stay for a year then leave? [Video]

Our HR Director, John Tattersall, explains why millennial’s have more of a tendency to leave organisations after a one year period.  John: One of the reasons that millennial’s tend to only stay for a short period of time is that is the way that they have developed and because the way the world is now, is completely different to generations that have walked before them. So therefore, their assumptions about what they want out of life,  how they want to work and contribute, both in the workplace and to society is completely different, to almost any generation before them. So…

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How do you stop good people from leaving? [Video]

One of our HR Directors, John Tattersall, explains how you can ensure that you keep hold of your good members of staff.  John: So retention is one of the big challenges of modern workplaces because there is a war for talent. That’s not just at a senior or middle management level, but that cascades down throughout all of the business. So we’ve got to help you, as an employer, find ways to lock people in so that they want to work for you above any other employer, either in the area or outside the area. And that’s about making people…

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Why did you start People Puzzles? [Video]

Our Founder, Ally Maughan, talks about why she started People Puzzles. Ally: Mid-tier businesses often need access to expertise of a senior level person, who’s going to help them think about how they can grow, how they can get the best out of their people, how they can make profit. Often an in-house HR resource doesn’t think like that, and wont be challenging you to be better about how you get the most out of your people to run a successful business. People Puzzles really was founded around that thought. If we can harness the power of people and we can…

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What makes People Puzzles experts in the mid-tier space? [Video]

Our Founder, Ally Maughan, talks about our expertise in the mid tier sector.  Ally: So we talk about mid-tier businesses as having between 50 and about 350 employees, they typically are turning over between £5m-50m. They’ve come through the early stages of how do we get clients? And what makes us successful? They’re quite organised, but actually, they want to go on that next stage of growth. They need to be ready for a different scale and a different level of organisation. And there’s some ways of working that worked when you were smaller that aren’t going to work to…

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It was a detailed process and I wasn’t allowed to get away with anything- All relevant issues were included and dealt with objectively.

Sue Ford, Director, Bridge Case Management

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We have regional directors stationed in the North, West, South, East, Midlands, Thames Valley and London areas.

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