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Tag Archives: Measurement



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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This paper, produced by McKinsey&Company, examines what makes public-sector organisations agile in extremely challenging times and what mostly prevents them from remaining agile otherwise.

It also describes techniques of organisational agility that could help large agencies and departments get moving as quickly as today’s fluid conditions require—and how to apply them with an understanding of the public sector’s unique context and responsibilities.

ORGANISATIONAL AGILITY IN THE PUBLIC SECTOR


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Line managers are key to reaching all levels. But how can you engage with the engagers?

“Without them there is no engagement.” So says Cary Cooper, professor of organisational psychology and health at Manchester Business School, on the importance of line managers to employee engagement.

It’s a strong statement, but one many others wholeheartedly agree with. “There is nothing more important. I don’t think it’s possible to engage others if the line manager is not engaged,” says Julia Murrell, director of people and development at Firmdale Hotels. “People work for people.”

And yet when it comes to line manager involvement in engagement, Cooper points out: “We haven’t cracked this yet.” To help crack this most difficult of nuts, HR magazine rounded up the 12 steps to engage line managers in engagement once and for all.

Recruit on interpersonal skills: The first hurdle is getting the right people in the first place, says Cooper. “Line managers are not selected for their social interpersonal skills," he laments.

This comes down to wider confusion around job descriptions, explains Charmi Patel, associate professor of Human Resource Management (HRM) at Henley Business School. “A lot of employers, especially for management roles, talk about the role’s responsibilities but forget about skill sets,” she says. However, Corina Forman, HR director at courier APC Overnight, caveats that recruiting a manager with perfectly attuned interpersonal skills isn’t always possible. “It can certainly make life easier, but sometimes you need someone with exceptional technical skills and they haven’t had the opportunity within their career to develop [interpersonal skills] yet,” she says. (more…)


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There are plenty of legendary bad business decisions: Blockbuster passing up the chance to buy Netflix and Kodak sitting on the digital camera just two that spring to mind.

But there are also some legendary smart moves: "I'll have the merchandising rights in exchange for a smaller pay packet," said a certain George Lucas.

What separates good companies from great companies, and good leaders from great leaders is decision-making.

And there are four key decisions that you need to nail if you want to see your business grow.

  1. Decide… on the right people to work with

No company can work towards growth without good employees. Google's recruitment processes and incentives, for instance, are geared towards attracting and retaining the best available talent. Hammocks, arcade games and free ice-cream may not be your thing, but just like Google, your staff are vital to your company's growth, and just like Google, you want the best available talent.

To find the best-fit candidates, you need a process; you don't want to make up your recruitment drive as you go along. But that process doesn't need to be protracted; but it does need to consider the values and behaviours you are looking for needs to be considered – not just the skills and knowledge. (more…)


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In the introduction to the joint CBI / Pertemps Employment Trends Survey, Neil Carberry Managing Director, People & Infrastructure CBI says

The UK stands at the beginning of a new era – not just in terms of Brexit, but even more importantly in how we adapt to, and prosper from, new technologies that are reshaping how we live.

There can be no doubt that work will change, and with that change there is the possibility to create a higher skill, more competitive, more prosperous nation. We face an opportunity, not just a threat.

People will be at the heart of meeting that challenge. On skills, new technology and how we manage our workplaces there is much to do, as this survey sets out. We are delighted to have been able to work with Pertemps again this year to bring it to you. The positive base we start from shines out clearly from the data – high employment rates are likely to persist and employee relations are good. 

The highlights of the report include:

Businesses believe they can continue to generate jobs growth
• Over half (51%) of respondent businesses are looking to grow their workforces over the next 12 months
• Confidence is highest among small and  medium-sized employers, with a positive balance of +58% expecting to add jobs in the coming year
• Growth is expected across all job types, with positive balance scores for permanent (+35%), temporary (+12%), graduate (+18%), and apprenticeship positions (+42%).

Businesses are walking a difficult line on pay
• Half of respondents (52%) aim to raise pay for their employees in line with (or above) inflation in the coming year and only 3% are planning to freeze pay
• Over half of businesses (55%) are now affected by the national living wage, with actions to cope with the costs among those affected ranging from raising prices (21%) to increasing investment in training (32%) to boost the value added by employees
• Looking four years ahead, a quarter (25%) of respondents affected are expecting to restructure their business models while nearly a third (30%) intend to increase automation.

(more…)


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Force Field Analysis is a useful technique for looking at all the forces for and against a decision. 

In effect, it is a specialised method of weighing pros and cons. By carrying out the analysis you can plan to strengthen the forces supporting a decision and reduce the impact of opposition to it.

To download a quick guide to using this model, click on the following link

FORCE FIELD ANALYSIS MODEL


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