Industry Insights & News
As we have now started our release from lockdown, the Change Curve is once again a relevant and helpful management tool for supporting people to transition out of the state we have been in for the past year. I choose my words carefully here when I say transition out.
I was looking back at ‘Strategic Talent Development,’ the book I published in 2014, and was struck by this quote I had taken from A.G. Lafley, chairman and CEO of Procter & Gamble: “the CEO has a very specific job that only he or she can do: link the external world with the internal organization”.
“Thank you for such great ideas. I have put them forward for discussion.” ‘Thank you for this excellent idea. We are so fortunate to have someone like you on our team.” And then… nothing. A black hole. This has happened to me personally, the last time, quite recently.
There is evidence that recruitment activity is increasing. As recruitment and selection were specialties of mine, I decided to check out the landscape. With dismay, I found examples of dreary job descriptions reminiscent of years ago, written in formulaic tones and empty words.
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.