LettersOn 18 Feb 2003 in Personnel Today Related posts:No related photos. Previous Article Next Article This week’s lettersDraw on charity sector integrityI greatly welcome the Higgs report recommendations highlighted in yourarticle ‘Widen non-exec gene pool by recruiting from other sectors’ (News, 28January). I believe that more use should be made of voluntary sector chief executivesin filling non-executive posts on corporate boards. Many primary trading charities, for example, have large turnovers andachieve significant trading profits. Consequently, we face most of thepressures and need most of the skills of plc chief executives. What we don’t face is the ‘short-termism’ that can so often colour theattitude of shareholders. In terms of corporate governance, this is a strengthand means that a charity chief executive would, by instinct, pay heed in anon-executive capacity to the long term health of a company. We are also well versed in motivating a workforce which, at all levels, islikely to be remunerated at a relatively modest level, and which cannot beencouraged to greater productivity or delivery by share options or directlyprofit related bonuses. Finally, our reputation for propriety is well established. John Brigstocke Group chief executive, St Andrew’s Group of Hospitals Top marks for HSE tick-box approach I agree with much that Bruce Greenhalgh has to say about effective stressmanagement being driven from board level, but he seems to miss the point aboutthe approach taken by the Health and Safety Executive (HSE) (Letters, 28January). The reason executive boards don’t get involved in managing stress is becausethey often confuse the condition with pressure and assume that because theywork better under pressure then employees will too. Thus is born the idea thatstress can be good for you. The HSE is taking a two-pronged approach to this. The first is to educate employers about how stress is damaging employers’bottom line as well as employees’ health and well-being. The second is to emphasise that stress is a health and safety (H&S)issue and to introduce regulation in exactly the same way as with all otherH&S issues. The ‘tick box’ approach has reduced accidents and deaths in the workplaceand will also reduce stress in the workplace. It’s not the perfect approach,but it will make employers do something practical while we wait for educationto effect a change of attitude. The problem is to get employers to understand that just measuring andproviding counselling is not enough. They must take effective action, and atleast the HSE is making a start. Ron Scott Director Strategy and Planning, Lancaster Group Invest in building up relationships Your article on how to run a graduate campaign felt somewhat over-simplified(Careerwise, 14 January). The methods of communication cited were merely thebasics to attract graduate talent – namely graduate fairs, advertising andwebsites. Graduate recruitment marketing has become far more competitive and hencemore sophisticated during the last few years. Organisations are investing bothtime and money in the ‘dating game’ all vying to woo, court and nurtureundergraduate talent early as a means of developing brand awareness and careerdesire. Organisations need to be more progressive than ever before in the ways inwhich they offer graduates the chance to sample their brand offering. We workedwith Dresdner Kleinwort Wasserstein, for example, to develop an online fantasytrading game, as a means of giving students experience of investment banking. I concur with the comments about the ‘candidate experience’. Everything todo with the process of becoming an employee – application, assessment andinduction – needs to reflect your brand and life as a member of staff. So theadvice to be honest with applicants is very appropriate. Students need more information and reassurance than ever before about theirfirst employer. So, commence relationship marketing early, talking to andengaging students and key influencers such as academics and careers advisers atthe earliest opportunity. Andree Gowar Solutions consultant, Bernard Hodes Comments are closed.