Awards for employees who go through the mill

Article Abstract:

Sheerness Steel developed a new human resources training program in 1985 after it had eliminated employee training in 1981. Since 1985, the company has received many awards for its innovative personnel training efforts. Between 1985 and 1988, Sheerness Steel reinstated its apprenticeship program and installed a new skills center to train electricians. The company also founded a management development center. In addition, the firm began marketing its training programs to other companies. Sheerness also wanted to focus on improving employee productivity and used techniques adopted from a steel plant in southern West Germany to provide training and incentives to employees. Other employee education efforts have included installing an employee safety program.

Innovations, Steel industry, Employee training, Sheerness Steel Company PLC

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Why manpower planning is back in vogue

Article Abstract:

Demographic trends in the UK indicate future labor shortages, and manpower planning, which became a recognized aspect of personnel management during the acute labor shortages in Britain in the 1960s, will become increasingly important. Personnel directors must gather information from manpower planning processes to establish the relevance of manpower issues and encourage the development of manpower planning in the formulation of corporate strategy by management. Changing work demands, the increase of knowledge workers, and the implementation of flexible work environments necessitate an evolution of structural authority and control and a rethinking of aspects of organizational policies, including: remuneration; career development; and job status.

Human resource planning

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Crawley: a town in search of a labour force

Article Abstract:

Crawley, located in the southeast of England, is plagued by labor shortages, a situation exacerbated by a declining labor pool, high housing prices and an expansion in production. A report published by a local business association has found that most employers attempt to deal with shortages by raising wages; recruiting from other districts; or recruiting from non-traditional labor pools. The report recommends that employers take collective action to increase the labor pool; avoid recruitment competition that drives up wages; and lobby the government for policy changes.

Working class

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