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Developing businesses of the future, better workplaces and better outcomes



Conflict is a normal part of any healthy relationship and arises from differences, both large and small. Everyone needs to feel understood, nurtured, and supported, but the ways in which these needs are met vary widely.

Differing needs for feeling comfortable and safe create some of the most severe challenges in our personal and professional relationships. Learning how to deal with conflict – rather than avoiding it – is crucial.

When conflict is mismanaged, it can cause great harm to a relationship, but when handled in a respectful, positive way, conflict provides an opportunity to strengthen the bond between two people.

This activity will help you see your conflict management style from a new perspective. The insights you gain depend on your honest appraisal of the conflict management inventory.

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This activity is designed to help individuals reach a better understanding of their most significant values.

It can be used by an individual or as part of a team development activity.

To download this activity Click Here

 


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The ability to set goals effectively is a key managerial skill. It’s also the key to being a successful individual contributor, according to leadership expert and best-selling author Ken Blanchard.

“All good performance starts with clear goals. If people don’t know what you want them to accomplish, what are the chances they will be successful? Not very good.

“It’s very important to have work goals that are observable and measurable,” explains Blanchard. “Peter Drucker used to say, ‘If you can’t measure something, you can’t manage it.’ Measurements are important to give both managers and direct reports more clarity when assessing performance.”

So often in organizations, Blanchard explains, people forget there are three parts to managing people’s performance: performance planning—where goals are set for the year; day-to-day coaching—where the manager provides direction and support as needed; and performance review—where manager and direct report get together to evaluate the individual’s job performance.

“Of these three areas to managing performance, where is most of the activity centred in most organisations? Unfortunately, it’s on performance review.”

Blanchard believes that instead of using performance review as a way to sort and grade people, organisations should use a process that helps everyone “get an A.”

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Communication is a process beginning with a sender who encodes the message and passes it through some channel to the receiver who decodes the message.

Communication is fruitful if and only if the messages sent by the sender is interpreted with same meaning by the receiver. If any kind of disturbance blocks any step of communication, the message will be destroyed. Due to such disturbances, managers in an organisation face severe problems. Thus the managers must locate such barriers and take steps to get rid of them.

There are several barriers that affect the flow of communication in an organisation. These barriers interrupt the flow of communication from the sender to the receiver, thus making communication ineffective. It is essential for managers to overcome these barriers. The main barriers to communication are summarised below.

Perceptual and Language Differences: Perception is generally how each individual interprets the world around him. All generally want to receive messages which are significant to them. But any message which is against their values is not accepted. The same event may be taken differently by different individuals. For example, a person is on leave for a month due to personal reasons (family member being critical). The HR Manager might be in confusion whether to retain that employee or not, the immediate manager might think of replacement because his team's productivity is being hampered, the family members might take him as an emotional support.

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This report provides important insights from business leaders on both the various benefits of employee engagement and the ways to increase engagement.

It suggests that employee engagement is not just an optional extra, but should be a critical part of an organisation’s strategy.

The importance of employee engagement cannot be underestimated. Engaged employees are typically happy employees who feel an emotional connection to their employer and who feel motivated to perform at their best.

Engaged employees are more likely to remain with their employers for longer, deliver higher levels of customer satisfaction and, ultimately, boost an organisations’ bottom line.

In summary - employee engagement is crucial in helping businesses boost customer satisfaction, productivity and, consequently, their bottom line, which is why it should be ignored at leaders’ peril.

This report explores the complex concept of engagement and explains why it is essential that every business in pursuit of profitable growth needs to understand fully the fundamental drivers that help engage staff and help them to perform at their best.

To read the full report: Click Here


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The Nationwide Building Society used candidate and new hire feedback to identify areas for improvement and investment.

Nationwide is designing a new recruitment plan to improve the experience candidates face during its job application process.

The building society sought feedback about its entire application management process from more than 1,000 candidates who applied for jobs with Nationwide over a six-week period during November and December 2016. It also involved recently recruited members of staff and hiring managers.

Candidates expressed their preferences on how the application process should run. This included being able to quickly and accurately access information about Nationwide, receive personalised feedback from hiring managers, and interact with a person during the process rather than receiving automated messages via digital channels.

Nationwide aims to use this feedback to help determine areas of investment for a technology ‘roadmap’.

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Whether you’re starting or growing your business, you need a business plan.

Your plan will provide the roadmap to achieve the success you want. The question shouldn’t be IF you write your plan, but how to write a business plan that will take your company where you want to go.

In its simplest terms, a business plan is essentially the answers to a comprehensive list of questions.

The first and most important question is this: where do you want your business to go? Stated differently, what do you want your business to look like in three, five or even 10 or more years? What level of revenues and profits do you want to have at that time? How many employees? How many locations? And so on.

Likewise, your business plan should answer these questions for a shorter time period, particularly one year. That is, what are your business’ goals for the current year, and what must you accomplish to make the year a success.

In answering these business planning questions, you naturally have to answer questions pertaining to each of the core business plan sections as follows:

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