Imagine 100 people working at a large company. They’re all middle managers, around 35 years old. They’re all smart. All collegial. All hard-working. They all have positive attitudes. They’re all good communicators. So what will determine who gets the next promotion, and the one after that? Which of them, when the time comes, will get […]
Outplacement, or as some know it, Career Transition, has been around for a number of years, however, the needs have changed considerably over the years. Research clearly shows that participants really value their face to face time with their career consultant and practical support provided to help them quickly and efficiently take the next step in their career. So what else has the research shown to be critical considerations for implementing effective and smart Outplacement in 2011?
Tis the season for the annual performance review processes for many of our clients, providing a timely opportunity to reflect on the benefits of an effective performance review process and what can be done to enhance the outcomes for all involved.
When conducted effectively, a performance review can be an engaging occasion for an employee, providing an opportunity for a meaningful conversation around a number of areas including performance, expectations and development.
When executed effectively, the employee and manager both leave the meeting with clear goals, an action list with commitment to delivery and enthusiasm for the future.
Employee engagement is, and will continue to be a key challenge not only for Human Resources practitioners but executives, business owners, supervisors and managers at all levels within an organisation.
An interesting insight into Google’s approach to understanding (quantifying) what their employees value and re-affirmation that employees value their leader’s people skills rather than technical competence. The science of people in action. http://nyti.ms/ibA4EW What are your thoughts on Google’s approach and findings?
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[/kml_flashembed] In today’s new reality, post the GFC, deliberatepractice set out to discover what HR professionals truly valued and what they found wanting when seeking HR consulting support. In a recent in depth survey of HR professionals conducted by deliberatepractice several compelling themes emerged about consultants vying for their business and the tools favoured to meet today’s people challenges.
…consultants have the opportunity to work positively and creatively…
This blog focuses on the characteristics of the best and worst consultants
Is there anything more frustrating … you‘ve found the ideal candidate, invested multiple stakeholder’s time in meeting with, conferring and agreeing on a candidate, defined and presented your offer, only to have the candidate accept and join another organisation.
The absolute key to mitigating this risk is to turn your hiring processes from good to great.
You need to be aggressive, be bold, set your standards higher than ever before and don’t take anything less than great. Your business deserves it and your prospective candidates will respond accordingly – your hiring processes can’t be anything less than great. So in today’s competitive employment market, what does ‘great’ look like and how do you achieve it?
Some will act hastily on their new year resolution and hit the job market but often without a well thought-out and written plan, which may be to their detriment…
Where downsizing did hit hard, individuals said good bye to colleagues and found themselves feeling relieved that it wasn’t them but also guilty for surviving the cull. Some have had workloads increase significantly to pick up the slack of lost colleagues with work life balance feeling like an unattainable aspiration. While for others career satisfaction proves stubbornly elusive for which there may be many reasons. This blog explores several proven and sure fire ways of getting on the path towards career satisfaction and highlights that it’s not as hard as you may think…
The power of your brand – a full time commitment and don’t blow it by burning bridges! With the rise of social media as a platform to build one’s personal brand, sometimes it can be forgotten that the process of developing a personal brand is a much bigger responsibility than a social media presence. Personal […]
Today executive coaching has matured and for many has become an essential accessory to the executive’s suite of development options. Many organisations have formalised their executive coaching offerings and protocols, some with formalised coaching panels. A coach often conjures up an image of someone observing a top athlete with stop watch in hand; for others it may represent a reward or sign of value in the organisation or a retention tool and yet others may view it as a pathway to further success and upward mobility. You may ask, “who wouldn’t benefit from having someone alongside them who sits outside the company politic who’s only agenda is to help you succeed?” The answer is very few but coaching isn’t for everyone and motivation is a key determinant.
In our last blog we discussed tips for selecting great sales people. Now we focus on development and the results from our research validated that there are some critical questions to ask yourself when defining the development strategy for your sales professionals…