first_imgLettersOn 6 Nov 2001 in Clinical governance, Personnel Today Previous Article Next Article This week’s lettersRaise standards to raise HR profile As a member of the CIPD, I support Paul Kearns’ call for the institute tocrack down on poor practice (Opinion, 23 October). I remember a newspaper article from about 18 months ago relating to a sexbias case where the tribunal heard that the HR manager played an active part inthe discrimination. The code of practice did not stop this HR manager acting ina highly unprofessional manner, and yet I have never heard of anyone takingaction taken against the institute. I don’t see how we can expect to be viewed by others as professional when weallow poor standards of HR to prevail. This is not just a matter of how other professional bodies see us, but howthe general public sees us. We must practice what we preach. I can’t see how we can stop non-institute people from practising HR, but Ido believe that members of the CIPD should be made to follow its standards andpractices. The more people that see the CIPD acting in a professional manner, the moreactive support I believe the profession will get from all sectors of thecommunity for the work it does. Iain Young FCIPD Via e-mail Body’s role to set out good practice I work as a training manager in a hospital and am constantly inspired and impressedby the high standards of professionalism demonstrated by the many bodiesrepresented in my organisation. For example, the current drive to raise standards through clinicalgovernance stresses that practice should be based on clear evidence – research– and not on a whim. I believe the CIPD should have the power to stop members from practising, asPaul Kearns suggests. Although, at the same time, I believe that the sort ofrigour in practice described above would do as much to raise the credibility ofHR professionals as the potential for members to be struck off. Jean Hill Carlisle CIPD does give value for money In your “Head to Head” feature (Careerwise, 16 October), RalphTribe praises SHRM for telling members what they get for their subscription,and states “Imagine the CIPD trying to do this? Frightening.” Well, it would include open access to the CIPD website at, say, (acommercial) registration cost of £30 per month, plus an average of two (free)branch events per month at about £5 per event, plus an inclusive subscriptionto the CIPD journal at £88 for 25 issues, a three-day ticket to Europe’slargest management conference at Harrogate at a 50 per cent subsidised rate of£805. I make that to be a return of £1,373 for an investment of £93 for a fullmember subscription – and that is just the supply side. For the demand side, if you assume an average 20 per cent salary uplift forthose with a CIPD qualification, and use an average advertised salary of£20,985 quoted for an HR officer in last week’s Salary Monitor then there is a£3,498 return. Now, that’s “frightening”. Ivor Harland FCIPD Joint managing director, DMS Consultants and Chairman CIPD West of Englandbranch Mere, Wiltshire Career dilemma struck a chord I am HR manager for an engineering company which employs about 150 people –a role I’ve been in for 18 months. The article “Managers Keep Breaking the Law” (Careerwise, 16October) from another HR manager in engineering rang true for me. It is difficult to introduce HR into the world of engineering – it is adinosaur sector. Employers’ lack of commitment to training and developmentmeans that the sector would collapse without the ECITB. Admittedly, a company choosing to employ an HR manager has at least taken astep in the right direction, but when you ask them why they took you on youhave to be prepared for the answer. It is either because they need someone todo the scary stuff, such as disciplinaries, or they want you to tackle staffingproblems but have difficulty relinquishing control to HR. As the HR manager in Career Coach suggested – it’s a long road. Name and address withheld Comments are closed. Related posts:No related photos.last_img