Supplier Resources

The construction industry’s current occupational health framework is not up to the task. It is leaving the construction sector open to crippling health liabilities that will drive skills out of the sector and potentially force construction and infrastructure companies into unnecessary recruitment, training and litigation costs.

There is no more important a time than a recession for enterprises to demonstrate effective leadership through people who really understand the business, live its values and command respect.

Segregating learning from performance management is like spinning one wheel of a bicycle at a time – an illogical approach that gets you nowhere. This paper explains why effective talent development can only be served by a unified approach that integrates these two elements into one cohesive strategy.

The non-financial reward in a recession white paper looks at the benefits package in a recession.

Open forum discussion on the vision for the HR profession, what role HR must play in organisations in the future, and the big issues that will define the UK workplace in the coming years.

E.ON’s human resource and occupational health departments worked closely with Nuffield Proactive Health in developing a pioneering on-site wellbeing programme for employees working at its UK offices.

What works best when facilitating 360-degree feedback sessions? What traps should you avoid and what issues typically arise in feedback sessions? TPMG discusses its approach, based on years of experience in different client cultures.

Nuffield Health has been providing a physiotherapy triage service to Centrica since September 2007. Centrica decided to tackle absenteeism caused by musculoskeletal issues, as this affects the ability of their 9,000 engineers to carry out what is a physically demanding job.

Talent management is moving up the corporate agenda. Nearly two-thirds of executives in a survey conducted by the Economist Intelligence Unit (and sponsored by SAP) expect employee recruitment and retention to become tougher over the next three years, and over one-fifth see this as becoming “significantly harder”.

Cadbury wanted to take a more proactive approach to managing their employees’ health and wellbeing and as such worked with Nuffield Health on introducing a health and wellbeing programme for c2,000 employees across 8 locations.

The value that many organisations have achieved from Human Capital Management (HCM) technologies has been shown in a series of post-implementation reviews and Return on Investment (ROI) stories by CedarCrestone and Oracle.

ASDA, part of the Wal-Mart family, has been trading for more than 40 years in the UK and is now a major recognised supermarket chain.

GAME Stores Group Limited is a specialist European retailer of PC and video games, video consoles and related accessories. The Group operates from 800 stores, concessions and franchises in nine territories across Europe and Australia.

The appeal of employee engagement to management is its proven links to bottom-line results. However one question still challenges many organisations in their quest to improve performance - “What can be done to significantly impact employee engagement?”

Want to save time, money and increase employee satisfaction?