This week’s lettersStand tall amid the prejudices I was interested to read John Philpott’s article about ‘lookism’ (Comment,18 June), and would like to see the data that supports the statement:”tall men earn more than short men”. At a statuesque 5 foot 3 inches, even some ‘short’ men seem tall to me andwhen I walk along the street with really tall friends, a mobile phone comes inuseful. I agree that ‘lookism’ can be a significant barrier to the careerprogression of many individuals, whether they are short, bearded, bald oroverweight. One’s outward appearance should never play any part in deciding or impedingan individual’s career progression. And while legislation to combat such prejudices would be impractical, asound competency and assessment framework can provide essential guidelines foreliminating ‘lookism’ from all recruitment and promotion. Peter Rafferty Managing director, Fleming McGill HR Recruitment HR management core part of MBAI was surprised the study of MBA programmes in the article‘What about the people’ (Features, June 25) showed that only eight out of 20require students to study HR management.People management is a core part of every MBA course I havecome across. I found it easier to accept that only a minority of programmesoffered training on personal development and leadership skills, since thisfinding was also reported in a recent government study.The Council for Excellence in Management and Leadership (CEML)made a number of recommendations to ensure the content and focus of allbusiness and management education courses are tailored to the practical needsof business and employees. Most business schools recognise the need to reformtheir MBA programmes. The CEML report focuses on management and leadership skillsrather than simply knowledge about business. It recommends the creation of astrategic body to be charged with continually reviewing managers and leaders,with the development of required competencies. Organisations should say what capabilities they have inmanagement and leadership and how it is being developed. To help with this, CEML has produced a toolkit for measuringkey aspects of capability.With the steps taken by CEML, the Work Foundation, businesseducation providers and employers, the overall perceptions and benefits ofbusiness education and management qualifications can be strengthened for thegood of all parties involved.Professor Stephen WatsonPrincipal, Henley Management College and chairman of theAssociation of Business SchoolsSafer to keep an internal focus?Your Comment ‘Out of touch MBAs add little to bottom line’(News, 25 June) overstepped the mark.An MBA is not for developing the capability to trot out thesame business models as those studied, but to allow students to combine severaltools and make informed choices.You cite the Work Foundation finding that half of MBA graduatesleave their employer within 12 months of graduating. Whose fault is that? Iffirms fund people through study and then fail to take advantage, they deserveto suffer.Plenty of training activity undertaken by organisations has noclear outcome, no measurable impact and no demonstrable understanding of thebusiness benefit. MBA study is no different and the responsibility for changelies with HR.Instead of sniping at consultants, look a little deeper. HRM isone of the most poorly defined and represented business disciplines, and it isreflected in the teaching of many business schools. HR managers are not making the effort to get MBAs, understandthe business environment and make a difference. Maybe it is safer to keep aninternal focus, collect CIPD badges and carry on administrating the strategiesof others?Perhaps the real agenda for change is one that stops HR beingon the outside looking in. Kevin BallHR manager, Endsleigh Insurance Services Comments are closed. LettersOn 9 Jul 2002 in Personnel Today Previous Article Next Article Related posts:No related photos.