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Developing businesses of the future, better workplaces and better outcomes



The CEO Guide to Boards by McKinsey&Company explores what they describe as the four essentials for building a stronger board of directors - Broaden Scope, Deepen Commitment, Clarify Roles, Create Trust.

 THE CEO GUIDE TO BOARD


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It is vital that when recruiting new members of staff you follow an agreed process that meets all current legal requirements.

This example Recruitment & Selection Policy needs to be viewed alongside any current employment law and your own internal policies and procedures.

 

RECRUITMENT & SELECTION POLICY EXAMPLE

 


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The quarterly Labour Market Outlook, produced in partnership with  The Adecco Group UK & Ireland provides a set of forward-looking labour market indicators highlighting employers’ recruitment, redundancy and pay intentions.

The survey is based on responses from 1,008 employers. Additionally, this report also considers the extent to which the tightening in the UK labour market is hampering employers’ ability to find staff and putting modest upward pressure on wages.

Executive summary

Employment

This survey points to continued growth in demand for labour in Q2 2018, which will lead to a further tightening of the UK labour market for employers. This quarter’s net employment balance – which measures the difference between the proportion of employers who expect to increase staff levels and those who expect to decrease staff levels in the second quarter of 2018 – has increased to +26 from +16 over the past three months. The measure is at its highest level since it was introduced in the winter 2012/13 report.

(more…)


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Strong company culture starts with strong leaders. But some leaders may be sending the right--or wrong--signals without even knowing it.

When Alan Mulally became the CEO of Ford in 2006, the motor company's market share was plummeting. The problem was internal: Teams weren't communicating or working towards a unified vision. Mulally turned that around with his leadership.

At weekly meetings, he asked managers to use a traffic light system to indicate their progress on key programs. A green light meant it was going well; a red light meant there were critical issues. At his first meeting, he noticed everyone had green lights. Given the state of the company, Mulally knew this wasn't possible. And he told the managers so.

The next week, the meeting was full of red lights. The problems were finally on the table, and they could get to work--all because Mulally encouraged transparency.

As Mulally illustrates, strong company cultures start with strong leaders. Employees look to corporate leaders to set a precedent in the office and keep them engaged. The problem is that some leaders may be fostering a strong--or weak--culture without even realizing it.

Here are three ways leaders unknowingly influence the workplace. (more…)


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When we remember we are all mad, the mysteries disappear and life stands explained.

Mark Twain


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Team leaders will need the ability to create teams, get them performing effectively and then disband them on a positive note

Teams are set to play a critical role in the organisations of the future.The hierarchical structures of the past are giving way to agile teams that can respond quickly to new challenges and innovate at speed. Our recent research shows that 69% of managers now work with five or more teams and that 88% were responsible for at least one team.

The emergence of working cultures where teams are increasingly virtual and are formed and disbanded as priorities change, poses many challenges for team leaders, particularly those who have been used to working in more conventional environments. So how do managers need to respond to the changing nature of teams – and what can HR do to help
equip them for the future?

The March of the Millennials: Generation Y employees will play a big part in the teams of the future, so it’s important for team leaders to understand how to get the best out of them. Our research shows that Millennials want challenging and interesting work, flexible working patterns and frequent praise.

They want informal, friendly relationships with their managers, and for their bosses to share their knowledge and experience with them. They are digital natives who have grown up with technology, and expect to be able to use it to its fullest extent in the workplace. Much of this is alien to team leaders, who have grown up against a more hierarchical, slow-moving backdrop. HR needs to help line managers understand how they can maximise the potential of this key group of employees while at the same time integrating them successfully with the rest of the workforce. (more…)


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