Tag Archives: Knowledge
A shift in attitude from having a job for life to continuous learning in work can keep the UK workforce relevant and as agile as the changing marketplace
According to an article by Martin Martindale of Raconteur, the UK is in the middle of a skills crisis, with sectors ranging from engineering to hospitality and accounting to customer services, all reporting difficulty in attracting suitable staff, according to a recent survey by the Recruitment and Employment Confederation.
Against this backdrop, training and development has become more important than ever, both in developing the skills organisations require now or in the future, and in attracting and retaining talent. Research by recruitment firm Hays found 39 per cent of employees would be willing to sacrifice a job offer if there was no prospect of receiving further training, while 78 per cent described themselves as “ambitious”.
With the skills businesses require also changing – the World Economic Forum estimates 65 per cent of children today will end up in careers that don’t even exist yet – it’s also clear organisations need to update their approach to learning and development.
“Individuals and companies that succeed in the future will be those who adopt the philosophy of lifelong learning,” says Nigel Heap, managing director of Hays UK and Ireland. “Businesses that facilitate the resources, tools and time to support learning will not only have employees who are more engaged, but their business will be better placed to face challenges and remain innovative.”
Having senior leaders and managers back the concept is essential, says John Yates, group director at ILM, a City & Guilds Group business, and director of New Ventures. “At a very basic level, leaders are instrumental to rewarding and recognising efforts made to upskill, and they also need to develop their own skills and be seen to be doing so,” he says. “As a strategic priority, it must also be led from the very top and resourced accordingly.”
No matter if your budget it £100.00 or £100,000.00, you need to ensure you have effective and efficient systems in place to control how the budget is being spent.
This resource includes a checklist which will help you establish or review process you have in place to keep you and your budget on track.
This article by Paul Russell, co-founder and director of Luxury Academy London explores what we can learn from the key lessons learned by seven well-known 21st-century leaders.
The leaders identified are an eclectic mix - one of whom you might not have considered as fulfilling a traditional leadership role before now.
1. Warren Buffet on mistakes
Hailing from Omaha, Nebraska, Buffet is (according to the Forbes 2017 List of Billionaires) the world’s second richest man after buying his first shares at just eleven years of age and going on to become the majority shareholder and CEO of Berkshire Hathaway. A key trait of Buffet’s leadership is how candid he is about mistakes.
In an interview with Performance Magazine Buffet said: “If every shot was a hole-in-one, it wouldn't make the game very interesting. You have to hit balls in the woods a few times to learn how to invest and how to lead others to performance standards.”
2. Barack Obama on compromise
The 44th president of the United States was born in Hawaii and received the Nobel Peace Prize in 2009 for his efforts at strengthening international diplomacy.
In his farewell address in 2017, Obama said: “Understand that democracy does not require uniformity. Our founders argued, they quarrelled and eventually they compromised.”
3. Bill Marriott on people skills
Marriott led the hospitality brand started by his father in 1927 between 1964 and 2012 and remains its Executive Chairman. What jumps out from the interview Marriott gave with Harvard Business Review in 2013 is his belief in the power of people skills for a business and recognising them in others. (more…)
As a leader, you will be constantly expected to take in new information and understand it to a level that enables you can act on it and explain it to others.
This short questionnaire helps you to understand how best to recognise the three channels you use for taking on board and learning from new information.
The three channels are:
- the visual channel (the seeing-channel)
- the aural channel (the hearing-channel), and
- the kinaesthetic channel (the emotional and movement channel).
This activity can also be used within a communication training session.
To download this activity, click on the following link: Understanding Information Questionnaire
At the start of a coaching / mentoring partnership, it is essential to discuss mutual expectations and establish a set of ground rules as to how the relationship will be conducted.
This will ensure that the relationship develops effectively and that the client’s needs are met.
The contract need not be in writing, but it should at least be discussed and agreed verbally.
Also, it is not set in stone – amendments can be made at any time. In fact, you should make a point of reviewing the contract together regularly to ensure that you are both still on track.
This checklist will ensure that you have agreed on the most important aspects of the coaching / mentoring contract with your coachee.
To download this resource: Click Here
The Chartered Institute of Management Accountants (CIMA) produce a range of 'Topic Gateways' which are intended as a refresher or introduction to topics of interest to their members and others involved in the practical application of finance within organisations.
Budgeting practices are heavily influenced by the organisation's management style and can vary considerably, but the theory is common to all.
This Topic Gateway explains and comments on the usefulness of budgeting, the explains the different types of budgets businesses produce.
To download this resource, click on the following link: Budgeting Explained