Strategic Human Resource Professional Committed to Enhancing Organisational Effectiveness and Driving Talent Strategy in Agile and Complex Business Environments.

I am currently pursuing a Master of Science in Human Resource Management (MSc in HRM) at the University of London, which has provided me with a strong academic foundation in contemporary human resource practices and the theoretical frameworks that underpin effective HR strategies.

Previously, as an HR Officer at LSOP London, I managed diverse HR operations, compliance issues, and initiatives to enhance employee engagement. Notably, I implemented an employee retention programme that resulted in a 25% increase in retention rates and improved productivity and team collaboration by 15% and 20%, respectively. These achievements exemplify my understanding of workplace dynamics and the critical factors influencing employee morale.

My approach to human resource management is grounded in a neo-pragmatic perspective, merging practical outcomes with theoretical insights. This methodology has enabled me to develop actionable HR strategies that align with organisational objectives. For instance, by establishing employee feedback mechanisms at LSOP London, I significantly elevated morale and engagement levels, demonstrating my ability to apply theory in practice.

I communicate complex HR concepts clearly, fostering informed dialogue among stakeholders and enhancing collaborative decision-making processes. This skill has been effective in identifying opportunities for improvement and driving initiatives that positively impact organisational performance.

I am keen to apply my skills in a progressive organisation that values innovation and strategic development, prioritising employee engagement and cultivating a positive workplace culture aligned with organisational goals.
Latest Posts
Michael Bear ACIPD

Job vs. Role

When referring to vacancies, many use the terms 'job' and 'role' as a synonym of each other. There is a nuanced difference. A 'job' is an organisational function of defined tasks, duties or activities. A 'role' is the part played, emphasising specific...

Michael Bear ACIPD

Contextual Strategising

The insights offered from optimal and suboptimal outcomes of 'management influence' versus 'employee behaviour' are timelessly instructive to people professionals. The sources of such information are plentiful, and many originate from academic papers, business analysis, and behavioural theories. The value prospect for people professionals who learn...

Michael Bear ACIPD

Lying Flat: Fad or Fact

The idiom 'Lying Flat' (Huazhong 2021) has come to represent a rejection of perceived professional demand and societal expectation in exchange for a leisurely, nonmaterialistic lifestyle. We are extending to forgoing marriage, having no children, remaining unemployed, and shunning traditional milestones, i.e., buying a house or owning...

Michael Bear ACIPD

History of the Working Week

Effective August 2022, full-time employees' weekly average working hours in the UK was 36.5 hours. For comparison, the lowest recorded was 30.3 in 2020 during the pandemic, and the highest was 38.8 in 1997. This data uses a five-day workweek as a fact, but how did...

Michael Bear ACIPD

Defining Discrimination

The Equality Act 2010 grants legal protection to nine protected characteristics (article here). This means it is against the law to treat people discriminatively at work, in education, as a consumer, when using public services, when buying or renting property, or as members/guests of a private club or association....

Michael Bear ACIPD

UK Employment Law (Sep 2022)

Relationships are complex, especially regarding the employer/employee dynamic. First impressions, words spoken, actions taken, and tone used—every interaction shapes behaviours and norms—sometimes contentiously. For this reason, people professionals scrutinise workplace behaviours and practices. Every conceivable, all too human, behaviour plays out when people come together in the...

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