Last June, we wrote an article – inspired by a post, 10 Tenets for the New HR at KnowHR.com – about the imperatives and priorities for HR in our current workplace climates. Our concern was that HR needed to purchase training intelligently – grilling suppliers about transfer and application, evaluation, return on investment, progress measurement – so that had compelling evidence to back their arguments and claims not just for budget, but to have an maintain a seat at we might refer to as ‘The Captain’s Table’. This time around, we want to look at this from a different angle: asking HR to consider what happens when that seat is lost, when the debate continues without them and they have no voice of their own to speak with.
23 March 2010
Chinese whispers and the Captain’s Table
Posted by anton franckeiss under communication, HR, leading performance, learning transfer, line managers, organisational development, relationships, reward and recognition, talent management | Tags: change management, human resources, succession planning, talent retention |[2] Comments
4 February 2010
A Good Foundation? The ‘Exceeding Expectations’ Report
Posted by anton franckeiss under authentic leadership, behavioural change, coaching, communication, HR, leadership development, leading performance, line managers, motivation, psychometrics, relationships, talent management, teamwork | Tags: employee engagement, employee value proposition, exceeding expectations, giving feedback, high performance teams, interpersonal skills, learning and development, performance appraisal, phatic communication, receiving feedback, talent retention, work foundation, working relationships |[2] Comments
Last month, The Work Foundation published ‘Exceeding Expectations’, a report from the first Phase of their own empirical research that is, in their own words “a major qualitative study centred on what leaders themselves believe leadership to be and how they practice it”. One of their drivers for doing so was to move our collective understanding of leadership beyond simply having faith in what we belief to the case in the various historical models of both leaders and leadership:
The problem is that in most cases these thoughts about leadership are not empirically derived rather they are conceptual. In fact it is really rather striking that what we know about leadership is on the whole derived from informed belief.”
8 December 2009
Mapping the future of the talent challenge
Posted by anton franckeiss under communication, HR, organisational development, recruitment, relationships, reward and recognition, talent management | Tags: employee engagement, employee value proposition, high performance teams, learning and development, organisational development, talent retention |1 Comment
As the business world and patterns of trade become irretrievably global, organisations follow suit: not a blinding insight so much as an acknowledgement of economic truths. But as organisations become global, and both think and operate globally too, it isn’t just an issue for production, distribution and sales: all aspects of the organisation follow suit. Recruitment and talent management can be no exception. To succeed on a global stage, organisations need to find – and keep – leading players with the talents to match the environment.
6 October 2009
So what actually is an Employment Value Proposition?
Posted by anton franckeiss under behavioural change, communication, HR, leading performance, line managers, relationships, reward and recognition, talent managementLeave a Comment
An EVP defines what an employee receives from the organisation they work for in return for the effort and performance the employee gives. In a nutshell, the EVP is the “what’s in it for me?” as far as the employee is concerned. Metaphorically, it’s a carrot. Or, more optimistically, a bunch of carrots.
1 October 2009
Psychometric, not psychodrama …
Posted by anton franckeiss under behavioural change, coaching, psychometrics[2] Comments
At first glance, a list of forthcoming psychometric tools, instruments and tests can look pretty daunting. Personality tests, skills tests, measures of ability, critical decision making, verbal, numerical reasoning … and so it goes on. But tackling these well can make all the difference when it comes to success in securing a new role or that sought after promotion (hence, I suspect, their potentially daunting appearance).
29 September 2009
Assessment Centres – Carpe Diem!
Posted by anton franckeiss under HR, life, talent management1 Comment
Hands up who loves the idea of applying for a new job or a promotion and knowing that, in addition to a 1:1 interview and probable tests, you are going to be asked to go through an Assessment Centre?
Don’t panic: best foot forward! Truth be told, this is your best chance to shine, your best prospect for instantly raising your profile, and your best opportunity to get ahead of the field.
22 July 2009
Making mergers work: people are the strategic imperative
Posted by anton franckeiss under communication, HR, talent management1 Comment
Mergers and Acquisitions have a profound and significant impact on the people involved in both affected companies, from senior leadership right down through the organisation. Managing this ‘people impact’ is a crucial dimension of managing a successful transition to the new business strategy, achievement of a unified leadership, and development of the desired business model /organisation, yet often it receives scant attention.
Ed
ainsley mcleod
anton franckeiss
robert terry
naysan firoozmand
michael mckiernan
sally terry
elainewilson
chrisjohnrogers
matt evans
The Graduate
