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Tag Archives: Evaluation



Constant change is a norm in today’s fast-paced business environment.

It’s become important for companies to respond almost immediately, in order to sustain in a business world where geographical boundaries are continually diminishing; technology is rapidly advancing; customer expectations are ever changing  and the whole world is 24/7 connected.

Agility is one of the most important means to deal with it.

If you look at businesses that are progressing and growing, you will find that it’s their ability to be flexible and nimble that’s been helping them stay ahead of the competition. They are the ones that

  • Are more likely to be first to the market
  • Innovate more frequently
  • Are the best employer brands

Given the speed of market changes, an increasing number of companies, irrespective of their size and nature, are jumping on the agile bandwagon to survive and grow in a tumultuous business environment.

Sticking to the traditional values and modus operandi is not going to help. One must remember that agility is not just about implementing and executing new processes or templates. Rather it’s about developing an agile mindset and empowering people to face challenges without hesitating.

So, what does it take to build a company that’s flexible enough to respond quickly and efficiently to market changes? Well, just thinking about being agile doesn’t make you agile.

So, how do you go about it? Listed below are introductory steps that you need to take to prepare yourself to move towards agility.

Ask yourself these questions (more…)


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Lincolnshire County Council (LCC) has published the employee behaviours, skills and knowledge needed to meet the objectives of their organisation.

The Framework defines the competencies required of each post in LCC so that individuals can be assessed against them to identify suitability for the posts, areas of strength and areas for further development. It is, therefore, an integral part of Recruitment, Induction and Performance Appraisal.

The competencies provide consistent standards across the organisation and help to identify the types of behaviour the Council wishes to promote, develop and engender. The framework is a key building block that links their People Strategy and policies together.

The Framework is split into two sections, Core Competencies and Non-Core Competencies. There are eight core competencies (mandatory) and eight non-core competencies (based on job requirements). For each competency area, there are up to seven levels. 

 LCC EMPLOYEE BEHAVIOURS


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This light-hearted quiz uses the principles of the Myers-Briggs Personality Type Indicator to give you an idea of your preferred problem-solving style.

Completing it will also increase your understanding of the other problem-solving personalities out there.

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

JEKYLL OR HYDE PROBLEM SOLVING STYLE?


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Sales forecasting is essential for short and medium-term business planning.

An accurate forecast can help you manage your cash flow and allocate the resources you need to meet your business objectives

Sales forecasting is a key part of business planning and enables you to work out what your revenue is likely to be from month to month over a fixed period.

Without this knowledge, it is difficult to sensibly see what funds are going to be flowing into your business and make practical decisions about stock purchasing, staffing levels and investment in equipment and premises.

According to Geoff Hurst, marketing director at the Chartered Institute of Marketing: "Sales forecasting is essential. If you don't plan, you can't know where you're heading. And if you don't know where you're heading, you shouldn't be surprised if you end up nowhere. If you over-estimate or under-estimate your sales, it can create problems. "If you have more sales than you expect, for example, then you may not have the resources to fulfil them," says Bryan McCrae, owner of Cognitive Sales Consulting. "At the very least you will have unhappy customers and at worst you will lose some of them."

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“Customers don’t want a quarter-inch drill bit, they want a quarter-inch hole.” This simple but important insight expressed nearly half a century ago by the legendary marketing guru Theodore Leavitt is too often forgotten by corporate strategists and product developers alike.

Successful innovation doesn’t begin with a brainstorming session―it starts with the customer. So in an age of unlimited data, why do more than 50% of new products fail to meet expectations? The truth is that we need to stop asking customers what they want . . . and start examining what they need.

First popularized by Clayton Christensen, the Jobs to be Done theory argues that people purchase products and services to solve a specific problem. They’re not buying ice cream, for example, but celebration, bonding, and indulgence.

The concept is so simple (and can remake how companies approach their markets)―and yet many have lacked a way to put it into practice.

This book answers that need. Its groundbreaking Jobs Roadmap guides you through the innovation process, revealing how to:

• Gather valuable customer insights

• Turn those insights into new product ideas

• Test and iterate until you find success


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During a period of over nine years, Meredith Belbin and his team of researchers based at Henley Management College, England, studied the behaviour of managers from all over the world.

Managers taking part in the study were given a battery of psychometric tests and put into teams of varying composition, while they were engaged in a complex management exercise.

Their different core personality traits, intellectual styles and behaviours were assessed during the exercise.

As time progressed different clusters of behaviour were identified as underlying the success of the teams. These successful clusters of behaviour were then given names. Hence the emergence of nine TEAM ROLES. These are:

  • action-oriented roles - Shaper, Implementer, and Completer Finisher
  • people-oriented roles - Co-ordinator, Teamworker and Resource Investigator
  • cerebral roles - Plant, Monitor Evaluator and Specialist

Results from this research showed that there are a finite number of behaviours or  TEAM ROLEwhich comprise certain patterns of behaviour which can be adopted naturally by the various personality types found among people at work.

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