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Developing businesses of the future, better workplaces and better outcomes



A shift in attitude from having a job for life to continuous learning in work can keep the UK workforce relevant and as agile as the changing marketplace

According to an article by Martin Martindale of Raconteur, the UK is in the middle of a skills crisis, with sectors ranging from engineering to hospitality and accounting to customer services, all reporting difficulty in attracting suitable staff, according to a recent survey by the Recruitment and Employment Confederation.

Against this backdrop, training and development has become more important than ever, both in developing the skills organisations require now or in the future, and in attracting and retaining talent. Research by recruitment firm Hays found 39 per cent of employees would be willing to sacrifice a job offer if there was no prospect of receiving further training, while 78 per cent described themselves as “ambitious”.

With the skills businesses require also changing – the World Economic Forum estimates 65 per cent of children today will end up in careers that don’t even exist yet – it’s also clear organisations need to update their approach to learning and development.

“Individuals and companies that succeed in the future will be those who adopt the philosophy of lifelong learning,” says Nigel Heap, managing director of Hays UK and Ireland. “Businesses that facilitate the resources, tools and time to support learning will not only have employees who are more engaged, but their business will be better placed to face challenges and remain innovative.”

Having senior leaders and managers back the concept is essential, says John Yates, group director at ILM, a City & Guilds Group business, and director of New Ventures. “At a very basic level, leaders are instrumental to rewarding and recognising efforts made to upskill, and they also need to develop their own skills and be seen to be doing so,” he says. “As a strategic priority, it must also be led from the very top and resourced accordingly.”

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In this Thoughts on Leadership, Paul Bridle talks about integrity and what it stands for - and what you stand for!


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I have a few basic principles in life that I live by. First of all, honesty is important to me. I tend to speak my mind even though it's got me into trouble a few times. I passionately believe that people should work with people that they can trust, work with people that they can share the same values with.

I often say to people that I am going to enter into a business relationship with, “trust is important and without it we will not be able to move forward”.

The moment trust is broken, there is no basis for a relationship in my mind. I once heard a person say to a colleague, “You say that trust is important to you, and you keep saying it. In fact it’s got to a stage now that I am starting to wonder whether it’s something you say and not something you do.”

Wow! The person was not only stunned but probably also felt that it was a bit unfair. Last year, I had dealings with someone and this person said to me on a couple of occasions about the importance of values. In fact, they said it repeatedly, when we were discussing something that we didn’t particularly agree with each other on, the person actually asked me, whether I was calling into question their integrity. At that time, I was a bit stunned by the question because that wasn’t on my mind and as somebody who works with people that I trust; this person’s integrity was not an issue in my mind. (more…)


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No matter if your budget it £100.00 or £100,000.00, you need to ensure you have effective and efficient systems in place to control how the budget is being spent.

This resource includes a checklist which will help you establish or review process you have in place to keep you and your budget on track.

 Controlling Budgets Checklist

 


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A bank is a place that will lend you money if you can prove that you don't need it.

Bob Hope

 


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The Third Wave - An Entrepreneur's Vision of the Future by Steve Case

Surfing the Next Third Wave: If the title of AOL founder Steve Case’s book, The Third Wave, sounds eerily familiar, it is no accident. Case remembers reading futurist Alvin Toffler’s book of the same name in college and wanted to be part of Toffler’s “electronic global village.” And he was. The term AOL seems very old-school today — and Case explains what happened further in the book — but there was a time when the company he founded, based on the concept of provided services via the Internet, was a pillar of the information age — or more specifically what he calls the “First Wave” of the information age.

The First Wave of the Internet, writes Case, “was about building the infrastructure and foundation for an online world.” It was led by companies such as Cisco, Sprint, HP, Sun Microsystems, Microsoft, Apple, IBM and AOL, who created the hardware, software and networks that connected people to the Internet and to each other.

Once everyone was online, the Second Wave kicked in. We are still in this Second Wave, the era of the information age, when companies, Case explains, built “on top” of the Internet. Think Google, eBay, Amazon, Twitter and even the iPhone.

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McKinsey report that executives can thrive at work and in life by adopting a leadership model that revolves around finding their strengths and connecting with others.

They have conducted interviews with more than 140 leaders; analysed of a wide range of academic research in fields as diverse as organisational development, evolutionary biology, neuroscience, positive psychology, and leadership; held workshops with hundreds of clients to test their ideas and undertaken global surveys.

Through this research, they have distilled a set of five capabilities that, in combination, generate high levels of professional performance and life satisfaction.

The five capabilities are:

  • Meaning
  • Managing Energy
  • Positive Framing
  • Connecting
  • Engaging

To find out more about how centred leaders can achieve extraordinary results Click Here


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