
EMDS HR was established by Dr. Elizabeth Babafemi, a Senior HRM Lecturer at the University of Hertfordshire. Elizabeth was recently awarded a PhD from her research into women finance directors in the United Kingdom. She is a Cranfield MBA graduate and a Chartered FCIPD. Elizabeth is an experienced HR Business Partner and a Trusted Advisor. Elizabeth has over 15 years management experience, and in the last few years, has held roles in senior HR Management. She has successfully managed several HR Projects, developed and implemented HR Policy.
Elizabeth started as an Electrical Engineer (B.Eng) with Ove Arup Engineering Consultancy in London where she worked closely with Senior Electrical Engineers. Elizabeth then moved into self employment, ran her own Web Management together with a Retail and Catering Business for a number of years. During this time, Elizabeth worked for an IT company on a contract basis, and held various Management Roles, which involved Managing People, HR Projects, Web Design, both here in the UK and in Italy.
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- Mark Airbourne
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- Lydia Lavelle
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- Robert Zahn
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- Lydia Lavelle
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- Robert Zahn
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- Mark Airbourne
Phasellus finibus velit ut turpis venen atis rutrum. Aliquam erat volutpat. Donec sit amet auctor enim, ut eleif
- Robert Zahn
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- Mark Airbourne
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- Lydia Lavelle
Maternity is a sensitive topic and employers should be aware of the following key points...Maternity leave and pay > Pregnant employees have the right to 52 weeks maternity leave. 39 weeks could be paid which may be statutory maternity pay
Q? When is a Dismissal deemed as Fair? A. a dismissal may be deemed as “fair” if it was for one of the following reasons: • Conduct • Capability or qualifications for the job • Redundancy • illegality • Some Other[...]
Performance Management: Developing performance management systems and supporting your managers when dealing with performance issues with your employees. HR Consultants Hertfordshire – HR Consulting Firms – HR Business Partner
Once the policies and procedures are up to date, we can then update them as soon as legislation changes. The policies can be bought as a template for companies to update themselves or we can tailor them to the culture and structure of your....
Developing champions for training across the organisation from the top-down is key. The more positive and productive a training experience a line manager has, the more likely it is that they will become a motivated advocate of training. Managers who positively support the development of their team tend to be actively involved in training. Those who are focused on the task only, tend to be less supportive of training and other aspects of people development.
Line managers often don’t have a clear definition of exactly what is expected of them in terms of developing their people. A job profile might include ‘manage the team effectively to deliver its objectives’ for example, yet typically it won’t define what this means in terms of actions and behaviours, and specifically how this relates to training. Make sure training is incorporated into job descriptions and performance objectives.
Regular dialogue between HR and L&D and line managers is essential for overcoming a lack of involvement in training. Time spent talking about the business drivers and specific challenges line managers face so that L&D initiatives can be better aligned to their individual goals and those of the business, is time well spent.