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The implementation of any change will always have an impact on employees, processes and ways of working.

The most important thing to remember is that by identifying potential issues before the change initiative gets underway, plans can be put in place to minimise any possible impact. This simple activity provides a framework which can be applied to any pending change, allowing you to decide how to approach the change, as well as identify and mitigate any risks to your team.

There are four steps to the technique:

  1. Identify where or what the change is going to impact.
  2. Consider who the change is going to impact.
  3. Understand how the change is going to impact.
  4. Determine when the change is going to impact.

1. Where or What - make a list of all the potential areas of your team that could be affected. In particular, consider:

  • Once the change is implemented will your existing processes still work, and will they still be the most efficient way to work?
  • Will anyone in your team need new technology or hardware as a result?
  • Is the change limited to a few people in your team or does it spread across a number of areas?

2. Who - identify all the people that will be affected by the change. Consider: (more…)

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The next free Acas webinar takes place on 25 April 2018 at 1 pm and looks at Managing a Fair Disciplinary Process, covering investigations, hearings and appeals.




Numbers are strictly limited  Register here to attend.

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Employee engagement is generally defined as the emotional attachment an employee has to his or her organisation and its goals. 

The concept has been around for more than three decades, but currently a chief concern for businesses both big and small.  In a 2014 Deloitte Global Human Capital Trends study, 78% of business leaders rated retention and engagement as either urgent or important.  Additionally, a 2013 Gallup survey found that 87% of the global workforce is disengaged with their organizations.  These findings, together with more recent studies, beg the question, how does an organization meaningfully enhance engagement?

The Case for Active Employee Engagement: Josh Bersin, is the Founder and Principal at Bersin by Deloitte, a leading provider of research based membership programs in the areas human resources, talent, and learning.  In 2014, he wrote in Forbes about the importance of improving employee engagement.  In part, he emphasized the need to move beyond reactionary and responsive approaches such as the traditional engagement survey.

More specifically, he noted that it is important to proactively build “…an organization that is exciting, fulfilling, meaningful, and fun by redesigning jobs, changing work environments, adding new benefits, continuously developing managers, and investing in people.”  He went on to comment that such organizations “…make sure people are screened for culture and job fit (the wrong person cannot be ‘engaged’ regardless of what HR does).”

Improving Employee Engagement Using Assessment Tools: So how does one select the right person engagement-wise?  One viable option is by utilizing pre-employment testing.  Over the past decade, assessment specialists have witnessed a growing trend in which employers not only want a reliable analysis of a candidate’s job fit, but accurate predictions of culture fit including shared values. (more…)

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Companies often complain about the unrealistic expectations of millennial workers, but heeding their call to action can improve the work environment for everyone.

The writers of this McKinsey report believe that it's time for leaders of organisations to stop debating the millennial problem, hoping that this supposedly exotic flock of sheep will get with the program.

Instead, they should see how questions and challenges from their youngest employees can spark action to help their companies change for the better.


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Highly creative or particularly clever individuals can be a welcome addition to a team. They may be able to offer alternative perspectives or specialist skills that other team members may not have.

However, they do not always act as a team player. With such employees, it is important to enable them to work to their particular strengths, while also considering the needs of the rest of your team.

The following framework is designed to help you work with a maverick employee when you suspect their behaviour is proving detrimental to the overall wellbeing of your team. It will help you to address the issue without curbing their particular talents, damaging the professional relationship or the individual’s self-esteem.

It can be used as a coaching tool where you have identified that there is an urgent need to address a behavioural issue. It is important to note that the following process should be used on a one-on-one basis with the individual and not as part of a team session. You may also find, however, that you can apply the stages of the framework to other team behavioural problems such as poor communication.


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It’s an inescapable fact: We all have to make decisions. Wouldn’t it be great if we could systemically make better ones?

We all grow up to be decision-makers. Yet somehow there’s no well-established way to make high-stakes decisions well. That’s a problem since throughout life we’re faced with many of them — decisions that will have a long-term impact on our lives, but where the outcome is unknown, and the price for making the wrong decision could be costly.

Imagine if we all learned decision making before turning 18. Is there anything we do more frequently that has higher stakes than making good choices? If we could master decision making, I believe the world might get along just a little bit better, and everyone would live happier lives – and work smarter.

There is a system that can help us solve complex problems, and there is a way to do it that boosts our confidence in our decision-making capabilities and enables us to have the conviction that our solution has a good likelihood of succeeding.

I created one: the AREA Method decision-making system. I initially developed it to help me do better at my work as an investigative journalist. I was searching for a way to better control and counteract my mental biases, those assumptions and judgments that help us every day when making small decisions but that doesn’t go away when we need to solve complex problems. I also wanted to better understand the incentives and motives of the other people I was dealing with. (more…)

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Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy.

– Norman Schwarzkopf

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