Staff review - Revision history

Designing Buildings at 07:59, 5 February 2021

2021-02-05T07:59:08Z

← Older revision		Revision as of 07:59, 5 February 2021
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	{\|		{\|
−	\|Specific	+	\| Specific
−	\|An objective needs to provide clear definition of the precise result or outcome required	+	\| An objective needs to provide clear definition of the precise result or outcome required
	\|-		\|-
−	\|Measureable	+	\| Measureable
−	\|An objective must contain some form of measure to identify when it has been achieved	+	\| An objective must contain some form of measure to identify when it has been achieved
	\|-		\|-
−	\|Achievable	+	\| Achievable
−	\|An objective must be challenging and testing but without being impossible	+	\| An objective must be challenging and testing but without being impossible
	\|-		\|-
−	\|Realistic	+	\| Realistic
−	\|Is it possible to realistically achieve the objectives with the resources available?	+	\| Is it possible to realistically achieve the objectives with the resources available?
	\|-		\|-
−	\|Time	+	\| Time
−	\|There should be a specified time for completion of an objective	+	\| There should be a specified time for completion of an objective
	\|}		\|}

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	* Productivity.		* Productivity.

−	[[Category:Cost_/_business_planning]]	+	[[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:Cost_/_business_planning]]

Designing Buildings at 16:34, 7 February 2017

2017-02-07T16:34:12Z

← Older revision		Revision as of 16:34, 7 February 2017
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	* Objectives for the next review period.		* Objectives for the next review period.

−	= ~~[http://www.designingbuildings.co.uk/wiki/Find_out_more~~ Find out more] =	+	= Find out more =

−	=== Related articles on ~~[http://www.designingbuildings.co.uk/wiki/Designing_Buildings_Wiki~~ Designing Buildings Wiki] ===	+	=== Related articles on Designing Buildings Wiki ===

	* Appointing consultants.		* Appointing consultants.

Designing Buildings at 16:33, 7 February 2017

2017-02-07T16:33:51Z

← Older revision		Revision as of 16:33, 7 February 2017
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	* Team behavioural roles.		* Team behavioural roles.
	* Team building.		* Team building.
−	* Productivity	+	* Productivity.
−		+
−	* Share	+
−	* Ad	+

	[[Category:Cost_/_business_planning]]		[[Category:Cost_/_business_planning]]

Designing Buildings at 16:33, 7 February 2017

2017-02-07T16:33:30Z

← Older revision		Revision as of 16:33, 7 February 2017
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	=== Related articles on [http://www.designingbuildings.co.uk/wiki/Designing_Buildings_Wiki Designing Buildings Wiki] ===		=== Related articles on [http://www.designingbuildings.co.uk/wiki/Designing_Buildings_Wiki Designing Buildings Wiki] ===

−	* ~~[http://www.designingbuildings.co.uk/wiki/Appointing_consultants~~ Appointing consultants].	+	* Appointing consultants.
−	* ~~[http://www.designingbuildings.co.uk/wiki/Can_relationships_in_and_between_organisations_make_tangible_differences_to_business_performance%3F~~ Can relationships in and between organisations make tangible differences to business performance?]	+	* Can relationships in and between organisations make tangible differences to business performance?
−	* ~~[http://www.designingbuildings.co.uk/wiki/Collaborative_practices~~ Collaborative practices].	+	* Collaborative practices.
−	* ~~[http://www.designingbuildings.co.uk/wiki/Identifying_the_causes_of_trends_in_construction_labour_productivity~~ Identifying the causes of trends in construction labour productivity].	+	* Identifying the causes of trends in construction labour productivity.
−	* ~~[http://www.designingbuildings.co.uk/wiki/Leadership_styles~~ Leadership styles].	+	* Leadership styles.
−	* ~~[http://www.designingbuildings.co.uk/wiki/Team_behavioural_roles~~ Team behavioural roles].	+	* Team behavioural roles.
−	* ~~[http://www.designingbuildings.co.uk/wiki/Team_building~~ Team building].	+	* Team building.
−	* ~~[http://www.designingbuildings.co.uk/wiki/Productivity~~ Productivity]	+	* Productivity

−	* [http://www.sharethis.com/share?publisher=832c94fd-9945-4b2b-b15f-599ff8a8df60&amp;url=http%3A%2F%2Fwww.designingbuildings.co.uk%2Fwiki%2FThe_history_of_human_resource_management&amp;title=Designing+Buildings+Wiki+-+The+history+of+human+resource+management&amp;img=http%3A%2F%2Fwww.designingbuildings.co.uk%2Fskins%2Fdesigningbuildings%2Fdesigning-buildings-logo-square.png Share]	+	* Share
−	* ~~[http://www.designingbuildings.co.uk/w/index.php?title=Talk:The_history_of_human_resource_management&action=edit#commentStart~~ Ad]	+	* Ad

	[[Category:Cost_/_business_planning]]		[[Category:Cost_/_business_planning]]

Designing Buildings at 15:20, 23 May 2016

2016-05-23T15:20:07Z

← Older revision		Revision as of 15:20, 23 May 2016
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	* [http://www.sharethis.com/share?publisher=832c94fd-9945-4b2b-b15f-599ff8a8df60&amp;url=http%3A%2F%2Fwww.designingbuildings.co.uk%2Fwiki%2FThe_history_of_human_resource_management&amp;title=Designing+Buildings+Wiki+-+The+history+of+human+resource+management&amp;img=http%3A%2F%2Fwww.designingbuildings.co.uk%2Fskins%2Fdesigningbuildings%2Fdesigning-buildings-logo-square.png Share]		* [http://www.sharethis.com/share?publisher=832c94fd-9945-4b2b-b15f-599ff8a8df60&amp;url=http%3A%2F%2Fwww.designingbuildings.co.uk%2Fwiki%2FThe_history_of_human_resource_management&amp;title=Designing+Buildings+Wiki+-+The+history+of+human+resource+management&amp;img=http%3A%2F%2Fwww.designingbuildings.co.uk%2Fskins%2Fdesigningbuildings%2Fdesigning-buildings-logo-square.png Share]
	* [http://www.designingbuildings.co.uk/w/index.php?title=Talk:The_history_of_human_resource_management&action=edit#commentStart Ad]		* [http://www.designingbuildings.co.uk/w/index.php?title=Talk:The_history_of_human_resource_management&action=edit#commentStart Ad]
		+
		+	[[Category:Cost_/_business_planning]]

Designing Buildings: moved Employment Issues to Staff review

2016-05-17T10:59:38Z

moved Employment Issues to Staff review

← Older revision

Revision as of 10:59, 17 May 2016

Designing Buildings at 10:59, 17 May 2016

2016-05-17T10:59:22Z

← Older revision		Revision as of 10:59, 17 May 2016
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−	~~This article needs more work. To help develop this article, click 'Edit this article' above.~~
−
−	~~= Staff review =~~
−
	The issues you wish to discuss should be personal to you but the following are general notes:		The issues you wish to discuss should be personal to you but the following are general notes:

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	* Their aspirations for the future both in the current role and in possible future roles.		* Their aspirations for the future both in the current role and in possible future roles.
	* Objectives for the next review period.		* Objectives for the next review period.
−
−	~~= Pregnancy issues =~~
−
−	~~If an employer treats a member of staff unfairly because she is pregnant, this may be discrimination~~
−
−	~~The Equality Act 2010 calls this pregnancy and maternity discrimination and discrimination is unlawful. This means an employee may take action in the employment tribunal.~~
−
−	Pregnancy and maternity discrimination is when an employer treats a member of staff unfairly and that individual suffers a disadvantage as a result. The employee needs to show that they have been treated unfavourably.
−
−	~~= Student issues =~~
−
−	* Year out student’s rights depend on employment status – look at [http://www.gov.uk/employment-rights-for-interns www.gov.uk/employment-rights-for-interns]
−	* The student was asked to help by your colleague so is not a volunteer
−	* As the company requires the student to work regularly, the company is responsible for the student’s workload, they work at the business’s premises
−	* How old is the student? If under 18 look up ACAS Employing young workers
−	* H&S risk assessment
−	* Student should have a contract of employment setting out hours, pay etc
−	* Working long hours/late – look up the Working Time Regulations
−	* Be supportive to the student, assure him/her that you will deal with the matter but don’t blame or say that your colleague has done anything wrong
−	* Set out policy and procedures for employing students
−	* Again, push the fact that the practice is supportive of students and has a learning culture etc etc
−
−	~~= Interviewing issues =~~
−
−	* Look up equal opportunities
−	* If a chartered practice, there are obligations to follow for training part 2/3 employees
−	* Train managers/interviewers how to interview and encourage a bit of role play
−	* Again encourage a learning culture. Whilst there is always the need to allocate resources to projects, it is always a good idea to factor in training requirements
−	* Again look at Working Time Regulations
−	* H&S risk assessments
−	* If the practice is ‘overworked and under-resourced’ it is not a good idea to broadcast this. Do you have project programming meetings that plan manpower resources?
−	* Think of the marketing of the practice – students talk and you don’t want a reputation of being a bit of a treadmill
−	* Policies and procedures should always factor in continual review and improvement. This can be done annually.
−	* Include training for those who have been promoted into associate/management positions if they will start to do interviews

	= [http://www.designingbuildings.co.uk/wiki/Find_out_more Find out more] =		= [http://www.designingbuildings.co.uk/wiki/Find_out_more Find out more] =
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	* [http://www.sharethis.com/share?publisher=832c94fd-9945-4b2b-b15f-599ff8a8df60&amp;url=http%3A%2F%2Fwww.designingbuildings.co.uk%2Fwiki%2FThe_history_of_human_resource_management&amp;title=Designing+Buildings+Wiki+-+The+history+of+human+resource+management&amp;img=http%3A%2F%2Fwww.designingbuildings.co.uk%2Fskins%2Fdesigningbuildings%2Fdesigning-buildings-logo-square.png Share]		* [http://www.sharethis.com/share?publisher=832c94fd-9945-4b2b-b15f-599ff8a8df60&amp;url=http%3A%2F%2Fwww.designingbuildings.co.uk%2Fwiki%2FThe_history_of_human_resource_management&amp;title=Designing+Buildings+Wiki+-+The+history+of+human+resource+management&amp;img=http%3A%2F%2Fwww.designingbuildings.co.uk%2Fskins%2Fdesigningbuildings%2Fdesigning-buildings-logo-square.png Share]
	* [http://www.designingbuildings.co.uk/w/index.php?title=Talk:The_history_of_human_resource_management&action=edit#commentStart Ad]		* [http://www.designingbuildings.co.uk/w/index.php?title=Talk:The_history_of_human_resource_management&action=edit#commentStart Ad]
−
−	~~[[Category:Articles_needing_more_work]]~~

Designing Buildings at 10:58, 17 May 2016

2016-05-17T10:58:27Z

← Older revision		Revision as of 10:58, 17 May 2016
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−	== Staff ~~Review Issues to discuss =~~=	+	This article needs more work. To help develop this article, click 'Edit this article' above.
		+
		+	= Staff review =

	The issues you wish to discuss should be personal to you but the following are general notes:		The issues you wish to discuss should be personal to you but the following are general notes:
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	* Appraisals should reference the company business plan		* Appraisals should reference the company business plan
	* Reference to company management structure – what level are you and where do you fit?		* Reference to company management structure – what level are you and where do you fit?
−	* Create career path that meets the needs of the company and individual staff	+	* Create a career path that meets the needs of the company and individual staff.
−	* Identify competencies and use these for setting of objectives – ~~tie~~ in with job description	+	* Identify competencies and use these for setting of objectives – tied in with their job description.
−	* Method of appraisal – what method will be used? ~~Common~~ to have a comparison with objectives. Employee and ~~Team Leader~~/~~Director~~ agree objectives at the beginning of the appraisal period. The subsequent appraisal is based on how far these objectives have been met. ~~Have~~ to consider any changes ~~throughout an~~ appraisal period which ~~prevents~~ objectives being met outside of personal control e.g. economic circumstances – may need to revise within reporting period.	+	* Method of appraisal – what method will be used? It is common to have a comparison with objectives. Employee and team leader / director agree objectives at the beginning of the appraisal period. The subsequent appraisal is based on how far these objectives have been met. It is important to consider any changes during the appraisal period which prevent objectives being met outside of personal control e.g. economic circumstances – may need to revise within reporting period.
−	* Comparison with objectives may be combined with competency ratings but ratings tend to be highly subjective	+	* Comparison with objectives may be combined with competency ratings but ratings tend to be highly subjective.
−	* Follow up training	+	* Follow up training.
−	* Ongoing reviews	+	* Ongoing reviews.
−		+
−	~~=== Performance review cycle: ===~~	+
−		+
−	Setting of Objectives- Discuss results: Determine performance - Identify strengths, Identify areas for improvement, Seek joint agreement on action plan - on the job training, formal training, coaching and other development activities	+
−		+
−	~~=== Objectives ===~~	+

−	Objectives need to be agreed between the individual and the ~~Team Leaders~~/~~Directors~~. It is a good idea to establish around three objectives per review cycle (maximum five).	+	Objectives need to be agreed between the individual and the team leaders / directors. It is a good idea to establish around three objectives per review cycle (maximum five).

	Objectives are about improvement and operate at a number of levels:		Objectives are about improvement and operate at a number of levels:

−	* Company business objectives	+	* Company business objectives.
−	* Team objectives linked to above	+	* Team objectives linked to above.
−	* Individual objectives linked to above	+	* Individual objectives linked to above.
−	* Individual objectives resulting from development needs	+	* Individual objectives resulting from development needs.
−	* Project objectives	+	* Project objectives.
−	* Training and development objectives	+	* Training and development objectives.

−	~~Be cognizant of the attempt to agree~~ rather than set objectives	+	Agree rather than set objectives

	A good objective ought to be SMART: specific, measurable, agreed, realistic and time-related.		A good objective ought to be SMART: specific, measurable, agreed, realistic and time-related.

	{\|		{\|
−	\|*Specific	+	\|Specific
	\|An objective needs to provide clear definition of the precise result or outcome required		\|An objective needs to provide clear definition of the precise result or outcome required
	\|-		\|-
−	\|* Measureable	+	\|Measureable
	\|An objective must contain some form of measure to identify when it has been achieved		\|An objective must contain some form of measure to identify when it has been achieved
	\|-		\|-
−	\|* Achievable	+	\|Achievable
	\|An objective must be challenging and testing but without being impossible		\|An objective must be challenging and testing but without being impossible
	\|-		\|-
−	\|* Realistic	+	\|Realistic
−	\|~~Can you~~ realistically achieve the objectives with the resources ~~you have~~?	+	\|Is it possible to realistically achieve the objectives with the resources available?
	\|-		\|-
−	\|* Time	+	\|Time
	\|There should be a specified time for completion of an objective		\|There should be a specified time for completion of an objective
	\|}		\|}

−	~~Obviously not~~ all objectives are so quantitative but it is a good reference point e.g. attitude. Objectives should be understood and fully communicated	+	Not all objectives are so quantitative but it is a good reference point e.g. attitude. Objectives should be understood and fully communicated

−	~~=== Competencies ===~~	+	Competencies are a structured framework by which expected areas of skill or expertise and levels of performance can be reviewed - it attempts to look at how, rather than what is done. Competencies provide:
−		+
−	~~Competence – is performance below, within or above the requirements of the role?~~	+
−		+
−	Competencies are a structured framework by which expected areas of skill or expertise and levels of performance can be reviewed - it attempts to look at how ~~you do something~~ rather than ~~merely~~ what ~~you do~~. Competencies provide:	+

	* A consistent and objective method of assessing and monitoring performance.		* A consistent and objective method of assessing and monitoring performance.
−	* A structured way of describing behaviour	+	* A structured way of describing behaviour.
−	* A means to provide constructive feedback as they provide examples of expected behaviour	+	* A means to provide constructive feedback as they provide examples of expected behaviour.
	* A self-assessment tool to identify strengths and development needs		* A self-assessment tool to identify strengths and development needs
−	* A means for an individual to develop current and future potential	+	* A means for an individual to develop current and future potential.

	The appraisee should consider the following points:		The appraisee should consider the following points:
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	* Objectives for the next review period.		* Objectives for the next review period.

−	=~~== Professional, employment and statutory~~ issues ~~to support your case ===~~	+	= Pregnancy issues =
−		+
−	~~This will depend on what issues you select; however remember that you must abide by the professional codes for RIBA/ARB~~	+
−		+
−	~~If, for example, you wish to learn more about H&S on projects you can refer to The CDM (Construction Design and Management) Regulations 2015~~	+
−		+
−	~~= =~~	+
−		+
−	~~== Pregnancy Issues =~~=	+

	If an employer treats a member of staff unfairly because she is pregnant, this may be discrimination		If an employer treats a member of staff unfairly because she is pregnant, this may be discrimination
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	Pregnancy and maternity discrimination is when an employer treats a member of staff unfairly and that individual suffers a disadvantage as a result. The employee needs to show that they have been treated unfavourably.		Pregnancy and maternity discrimination is when an employer treats a member of staff unfairly and that individual suffers a disadvantage as a result. The employee needs to show that they have been treated unfavourably.

−	= ~~Year-out~~ Student ~~Issues~~ =	+	= Student issues =

	* Year out student’s rights depend on employment status – look at [http://www.gov.uk/employment-rights-for-interns www.gov.uk/employment-rights-for-interns]		* Year out student’s rights depend on employment status – look at [http://www.gov.uk/employment-rights-for-interns www.gov.uk/employment-rights-for-interns]
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	* Again, push the fact that the practice is supportive of students and has a learning culture etc etc		* Again, push the fact that the practice is supportive of students and has a learning culture etc etc

−	~~= =~~	+	= Interviewing issues =
−		+
−	== Interviewing ~~Issues =~~=	+

	* Look up equal opportunities		* Look up equal opportunities
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	* [http://www.sharethis.com/share?publisher=832c94fd-9945-4b2b-b15f-599ff8a8df60&amp;url=http%3A%2F%2Fwww.designingbuildings.co.uk%2Fwiki%2FThe_history_of_human_resource_management&amp;title=Designing+Buildings+Wiki+-+The+history+of+human+resource+management&amp;img=http%3A%2F%2Fwww.designingbuildings.co.uk%2Fskins%2Fdesigningbuildings%2Fdesigning-buildings-logo-square.png Share]		* [http://www.sharethis.com/share?publisher=832c94fd-9945-4b2b-b15f-599ff8a8df60&amp;url=http%3A%2F%2Fwww.designingbuildings.co.uk%2Fwiki%2FThe_history_of_human_resource_management&amp;title=Designing+Buildings+Wiki+-+The+history+of+human+resource+management&amp;img=http%3A%2F%2Fwww.designingbuildings.co.uk%2Fskins%2Fdesigningbuildings%2Fdesigning-buildings-logo-square.png Share]
	* [http://www.designingbuildings.co.uk/w/index.php?title=Talk:The_history_of_human_resource_management&action=edit#commentStart Ad]		* [http://www.designingbuildings.co.uk/w/index.php?title=Talk:The_history_of_human_resource_management&action=edit#commentStart Ad]
		+
		+	[[Category:Articles_needing_more_work]]

Designing Buildings at 10:50, 17 May 2016

2016-05-17T10:50:50Z

← Older revision		Revision as of 10:50, 17 May 2016
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	Pregnancy and maternity discrimination is when an employer treats a member of staff unfairly and that individual suffers a disadvantage as a result. The employee needs to show that they have been treated unfavourably.		Pregnancy and maternity discrimination is when an employer treats a member of staff unfairly and that individual suffers a disadvantage as a result. The employee needs to show that they have been treated unfavourably.

−		+	= Year-out Student Issues =
−		+
−	* Inconsistency – she can work on project/she cannot work on project and the reason given is purely down to pregnancy so this is discriminatory (I think)	+
−	* Ability to cope – why can she not cope?	+
−	* Leaving in a few months – this is quite a bit of time	+
−	* Experience – the employee will miss out on relevant experience for her Part 3	+
−	* Employee has requested a meeting to discuss this with the director with no response. Again this could be interpreted as discriminatory as the director will not hold a meeting because she is pregnant?	+
−	* Practice should be seen as operating equal opportunities in all areas	+
−	* Practice should promote a ‘learning culture’ and support training and development	+
−	* Staff should be seen as key to the Practice’s success	+
−	* If this employee has a good record and shows potential, she could be an important leader of the future so should be encouraged to carry on her career after pregnancy	+
−	* Should discuss with director issue of discrimination	+
−	* Suggest to director ways to include the employee	+
−	* Keep in Touch days	+
−	* Unknown plans for amount of leave employee plans to take. If shared parental leave, she could be back to work fairly soon	+
−		+
−	~~= =~~	+
−		+
−	== Year-out Student Issues ==	+

	* Year out student’s rights depend on employment status – look at [http://www.gov.uk/employment-rights-for-interns www.gov.uk/employment-rights-for-interns]		* Year out student’s rights depend on employment status – look at [http://www.gov.uk/employment-rights-for-interns www.gov.uk/employment-rights-for-interns]
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	* [http://www.designingbuildings.co.uk/wiki/Productivity Productivity]		* [http://www.designingbuildings.co.uk/wiki/Productivity Productivity]

−	~~<ul>~~	+	* [http://www.sharethis.com/share?publisher=832c94fd-9945-4b2b-b15f-599ff8a8df60&amp;url=http%3A%2F%2Fwww.designingbuildings.co.uk%2Fwiki%2FThe_history_of_human_resource_management&amp;title=Designing+Buildings+Wiki+-+The+history+of+human+resource+management&amp;img=http%3A%2F%2Fwww.designingbuildings.co.uk%2Fskins%2Fdesigningbuildings%2Fdesigning-buildings-logo-square.png Share]
−	~~<li>~~	+	* [http://www.designingbuildings.co.uk/w/index.php?title=Talk:The_history_of_human_resource_management&action=edit#commentStart Ad]
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−	[http://www.sharethis.com/share?publisher=832c94fd-9945-4b2b-b15f-599ff8a8df60&amp;url=http%3A%2F%2Fwww.designingbuildings.co.uk%2Fwiki%2FThe_history_of_human_resource_management&amp;title=Designing+Buildings+Wiki+-+The+history+of+human+resource+management&amp;img=http%3A%2F%2Fwww.designingbuildings.co.uk%2Fskins%2Fdesigningbuildings%2Fdesigning-buildings-logo-square.png Share]~~</li>~~	+
−	~~<li>~~	+
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−	[http://www.designingbuildings.co.uk/w/index.php?title=Talk:The_history_of_human_resource_management&action=edit#commentStart Ad]~~</li></ul>~~	+

J.stark.pringle at 17:59, 10 May 2016

2016-05-10T17:59:15Z

← Older revision		Revision as of 17:59, 10 May 2016
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	* Policies and procedures should always factor in continual review and improvement. This can be done annually.		* Policies and procedures should always factor in continual review and improvement. This can be done annually.
	* Include training for those who have been promoted into associate/management positions if they will start to do interviews		* Include training for those who have been promoted into associate/management positions if they will start to do interviews
		+
		+	= [http://www.designingbuildings.co.uk/wiki/Find_out_more Find out more] =
		+
		+	=== Related articles on [http://www.designingbuildings.co.uk/wiki/Designing_Buildings_Wiki Designing Buildings Wiki] ===
		+
		+	* [http://www.designingbuildings.co.uk/wiki/Appointing_consultants Appointing consultants].
		+	* [http://www.designingbuildings.co.uk/wiki/Can_relationships_in_and_between_organisations_make_tangible_differences_to_business_performance%3F Can relationships in and between organisations make tangible differences to business performance?]
		+	* [http://www.designingbuildings.co.uk/wiki/Collaborative_practices Collaborative practices].
		+	* [http://www.designingbuildings.co.uk/wiki/Identifying_the_causes_of_trends_in_construction_labour_productivity Identifying the causes of trends in construction labour productivity].
		+	* [http://www.designingbuildings.co.uk/wiki/Leadership_styles Leadership styles].
		+	* [http://www.designingbuildings.co.uk/wiki/Team_behavioural_roles Team behavioural roles].
		+	* [http://www.designingbuildings.co.uk/wiki/Team_building Team building].
		+	* [http://www.designingbuildings.co.uk/wiki/Productivity Productivity]
		+
		+	<ul>
		+	<li>
		+
		+
		+
		+
		+	[http://www.sharethis.com/share?publisher=832c94fd-9945-4b2b-b15f-599ff8a8df60&amp;url=http%3A%2F%2Fwww.designingbuildings.co.uk%2Fwiki%2FThe_history_of_human_resource_management&amp;title=Designing+Buildings+Wiki+-+The+history+of+human+resource+management&amp;img=http%3A%2F%2Fwww.designingbuildings.co.uk%2Fskins%2Fdesigningbuildings%2Fdesigning-buildings-logo-square.png Share]</li>
		+	<li>
		+
		+
		+
		+
		+	[http://www.designingbuildings.co.uk/w/index.php?title=Talk:The_history_of_human_resource_management&action=edit#commentStart Ad]</li></ul>