Letters

This week's letters

Unnecessary GP sicknotes are a major public health disaster

Recently, there have been a number of welcome new initiatives to help overcome the problem of long-term incapacity. Although they are effective for many of the individuals they are targeted at, they are a very expensive way of assisting the thousands of people who are unnecessarily issued sicknotes by their GPs, never to return to work.

This is a public health disaster. Although the number of people considered too ill to work again has stabilised, approximately 3,000 people a week go on long-term incapacity benefits, and only a small proportion will return to work. While many of these cases are valid, the consequences for those who should be returning to work are dire.

Heart disease, cancer and depression are all more common among the unemployed. Being off sick, even if the reason for the incapacity is not sound, becomes a self-fulfilling prophesy. We are in a situation where doctors, particularly GPs, unthinkingly condemn patients to a future of malaise and unhappiness. However, sicknotes have proven adverse effects, and need to be prescribed with the same care and attention as any other treatment.

We need a campaign to create awareness of the danger of walking blindfolded into chronic incapacity. The Department of Work and Pensions is instigating an educational programme for GPs, but unless the dangers of sickness certification are made clear to everyone, it is unlikely that things will change.

We saw how medical practice changed in light of the public's fears over drugs such as Valium. Dr Richard Asher wrote a paper on the dangers of bed rest in 1947, which was a major catalyst for change. Why can't someone do the same with sick leave?

Dr Mike O'Donnell
Chief medical officer, UnumProvident

Qualifications fail to get a foot in the door

I currently work as an administrator in a recruitment agency. I funded and completed the Certificate in Personnel Practice in 2003 (part-time while working here). I wanted to gain this qualification to further my career in a specialised area within HR, and to be more than just an administrator.

I cannot progress from my current role because we are such a small company, so there is nowhere for me to go. Since finishing the CPP, I have been for several interviews for HR administrator jobs, but have been unsuccessful as I haven't got enough experience in HR.

I thought that completing this course would make it a little bit easier to get my foot in the door, but it hasn't. I didn't want to complete the full CIPD qualification until I had a job in HR, which I cannot get.

Why is it this hard? How can I gain HR experience if no one will give me a chance to?

Melanie Callaghan
Details supplied

Gateshead's thunder stolen by Newcastle

Having read 'Reality check working wonders in the North East' (Careerwise, 20 April), I was somewhat surprised to see the 'blinking eye Millennium Bridge' (as you call it) and the 'world-renowned Baltic Art Gallery' described as the centrepiece of the new Quayside in Newcastle.

In actual fact, The Gateshead Millennium Bridge and the Baltic Centre for Contemporary Art are both part of the Gateshead Quays development… in Gateshead.

In the article, you commiserate with Newcastle's failed bid 'for the European City of Culture'. The bid for the European Capital of Culture was a joint bid between Newcastle and - you've guessed it - Gateshead.

I agree with the author that businesses have difficulties in attracting candidates for senior roles in this region. Sadly, our own considerable efforts to attract high-quality applicants were undermined in your article, accrediting the council's proudest achievements to someone else.

Mark Wilson
Senior personnel adviser, Gateshead Council

Disillusioned HR pro is set to change jobs

I am sorry to say that I empathised with all the sentiments expressed by Ruth Pankhurst in your article which described her swapping the HR profession for a job as a plumber (News, 30 March).

I, like Ruth, have become very frustrated by the perception people have of our profession, especially at social events, when a vacant expression follows my answer to the question: "So, what do you do then?"

I have given up trying to explain the complexities of my job. Instead, I have come to simply agree with the retorts I receive which, to name but a few, include: "Oh, so you collect people's bank details when they start and stuff", and "Oh, so you go around sacking people, then?"

This would be almost bearable if the role of HR was, if not valued, at least understood in the workplace. So when recently asked by a senior manager to help him with some interviewing, but warned not to include "any of that wishy-washy HR stuff" in the questions or assessments, I reached for the local paper to look for apprentice opportunities.

Details supplied

Top managers need to take more control

In your story, 'Shell chief hits out at executive egomania' (News, 27 April 2004), you report some fine sentiments from Andrew Mather, who argued that leadership is not about personal ego, but humility. Mather could be referring to research by Jim Collins at Stanford University Business School, whose book, Good to Great, clearly demonstrates this argument in the outstanding performance of companies with humble, yet determined leaders.

I was heartily dismayed however, to read your report of Andrew Kakabadse's denial that business leaders are suffering from a lack of integrity, blaming the pressures for greater shareholder value instead. It was also dismal to read that Roger Gill concurred with this view, although he quite rightly identified that the resilience and moral courage of top management was being dented by shareholder pressure.

Don't they realise moral courage is an essential component of integrity? If top managers feel that pressure from shareholders is intolerable, then they have a moral duty to push back. If shareholders don't like it, then they only have themselves to blame if they fire principled leaders and replace them with lesser mortals who are tempted to cook the books to keep their grimy jobs.

Instead of excusing top management, we should demand equally high standards of integrity from shareholders and consumers. Short-term investors and greedy consumers are as corrosive to business integrity as the fattest of fat cats.

Roger Steare
Business ethics consultant, Roger Steare Consulting Limited

Longstanding vacant HR post is damning

Colin Povey's comments on the lack of HRD talent in the UK are interesting (News, 27 April).

Any serious professional in our discipline should first and foremost have developed the skills to attract and retain talent. If Povey can't fill his HR director post after six months, then that is rather damning.

Secondly, an HR professional worth their salt should always have an eye on development from within, or succession. Povey's career moved from HRD to commercial director to general manager - all at Carlsberg UK. Isn't there anyone from his old HR team with boots big enough for the role? If not, why not?

Thirdly, if we Brits in HR are all third rate (ha!), why doesn't Povey extend his search outside the UK? Bring a foreign superstar on to the side. Attracting international talent to the UK for director level roles is very feasible.

Let's have less claptrap about 'engines powering organisations' and more good old-fashioned practice, Mr Povey. But I don't think he'd listen to an HR person anyway, do you?

David O. Faik
HR specialist, Motability Operations