Industry Insights & News
Word on the block suggests that, over the past year of remote working, many managers have fallen into one of these traps. Micromanaging, causing additional stress to their teams, giving too much autonomy, leaving people feeling unsupported.
As the vaccination programme enables us to hope for a gradual relaxation of restrictions, we need to start discussing what sort of leadership we want in the future.
Over the past year, I have been involved in a very substantial number of assessment centres and 360-degree feedbacks.
I was struck by an article about how COVID is affecting our mental health and suggesting ten ways to help ourselves. It occurred to me that we also need some tips on how to help our teams keep their spirits high.
The tribunal case of the man who was rejected for an NHS job taking hospitals over to new technology has been very much in the news recently.
The difference between giving advice and giving feedback, in some ways, is just a case of semantics. The HBR article sets out techniques for asking for advice, which are little different from those we generally discuss when talking about asking for feedback.
CIPD’s recent Resourcing and Talent Planning Survey 2020 found that organisations are using more diverse and wider attraction strategies.
Alarm bells ring loudly for me when I put together three findings from CIPD’s recently published Resourcing and Talent Planning Survey 2020. These findings show that skills shortages exist in spite of surplus applicants overall.
CIPD’s Resourcing and Talent Planning Survey Report 2020 confirms what many of us expected at this time: businesses have reduced recruitment activity, applicant numbers have increased significantly, but skills shortages persist.
Not long ago, in the assessment and development field commentators coined the IQ, EQ, LQ formula to express leadership competencies. The formula signified that leaders needed an intelligence quotient to find new ways of solving old problems,
The Value of Talent was the name of my book on talent management published in 2010. The theme was that the demands of a changed world were driving the evolution of Talent Management.
I have been quite shocked to hear of the growing use of surveillance software to check up on people who are working from home to be sure they are working.
In the first wave of the pandemic and of home working, there was something of a novelty, along with lots of sunshine.
A recent survey by law firm CMS showed that only 23% of businesses in UK, Europe and Asia think that their staff have been more productive or motivated while they have been working from home. This matches pre-COVID surveys that showed mixed results for the effects of remote working.
September remains deeply engrained as a time of new beginnings. This is especially so this year for us, as we commence our exciting new collaboration with EduGrowth.
Last week, I discussed the challenges of remote working that emerged from our survey and webinars. Now I want to share with you the points that emerged around what worked well in lockdown.
Explore the relationship between ‘resilience and wellbeing’ and how this might impact the organization’s employee engagement agenda.
Deciding to keep going with a planned, but not yet begun, 360-degree feedback exercise took courage and clear thinking on the part of the senior management team of Wandle Housing Association.