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Tag Archives: Behaviours



Q. How do we go about creating a blog?

A. If you have decided that blogging is something you would like to encourage in your organisation, the following steps will help you get started.

Familiarise yourself with blogs: It is important to know about them before you decide to start one. Research as many as possible, especially blogs in your line of business – what are their features? What do you particularly like or dislike about them?

Is there an appetite for blogging in your organisation? Remember that the whole point of the blog is for employees, customers, clients and the public to use and develop it. The communications department is not responsible for posting on it or maintaining it. There is no point in creating a blog if your target audience are not likely to use it.

Be clear about your purpose: What exactly do you want your blog to do? It may fulfil a number of purposes, e.g. by providing a way to interact with customers and obtain feedback from them; sharing information; encouraging collaboration between employees, and keeping employees and customers up to date with the latest news.

Ask yourself if you really need a blog: If you have fully addressed point 2 and decided on your purpose, you will be in a position to answer this, as there may be other/better ways to fulfil these purposes rather than a blog.

Assess the communications culture of your organisation: A blog needs an organisational culture of openness and honesty to thrive. (more…)


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It’s vital to break down the perception that flexible working is linked to lower levels of employee commitment. Involving job applicants and having a clear strategy are key to making a success of flexible recruitment.

During a panel session on flexible working at the Talent Recruitment & Employment Conference (TREC) 2017, HR practitioners and job market website consultants discussed innovative ways that flexible working can attract top talent.

 

Panel chair and joint CEO of Timewise, Emma Stewart said less than one in 10 job vacancies advertised flexible working, adding that there is a great opportunity here.

Jo Brown, director of HR and OD at the London Borough of Camden, highlighted the reputational benefits of a company having flexible working, such as being seen as a transparent and open-minded employer. This also allows Camden council to tap into a greater pool of applicants, she said. She added the importance of conveying to new recruits that flexible working is not a reward for long service.

Overcoming management’s fears and anxieties was a challenge echoed by all panellists.

This includes the stigma that flexible working shows a lack of commitment to the company. Andrew Porter, head of talent engagement (Europe) at Diageo, said one way to solve this is to have a clear definition of what kinds of flexible working are offered. (more…)


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In this 'Thoughts on Leadership' video, Paul Bridle ask a number of searching questions - Do you make promises to others? Do you stick to them? Do you make them to yourself? Do you keep them?


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Effective delegation is crucial for management and leadership succession.

For the successor, and for the manager or leader too: the main task of a manager in a growing thriving organisation is ultimately to develop a successor.

When this happens everyone can move on to higher things. When it fails to happen the succession and progression becomes dependent on bringing in new people from outside. (more…)


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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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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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