Tag Archives: Networks
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…)
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…)
Wikipedia defines experiential learning as: ‘the process of learning through experience’’ and more specifically, ‘’learning through reflection of doing.’’
We’ve all been there. Sat in a meeting room for training. Listening to an uninspiring middle manager pointing at his slide show and handing out terribly photocopied pages of century-old textbooks. The same thing happens to most of us. Our brain switches off, our thoughts wander to what we’d like for dinner that evening, or how many ceiling tiles there are. And so, the expensive training course is quickly forgotten.
Now I’m not saying that we should throw out every textbook. They have their place. Just like the slide shows and the ceiling tiles. They’ve got a job and they will do it. But we can show you another form of learning that will inspire and awaken your team. There will be no daydreaming here. We want every participant to leave not only wondering what’s for dinner that night, with no idea how many ceiling tiles there are… but with the organic outcomes whirring round in their mind from the activities in which they just partook. Experiential learning is the way forward.
Confucius said, ”I hear and I forget, I see and I remember, I do and I understand.”
So why does it work so well?
IT'S REAL! Reading from a textbook, or watching someone else point to a blurry enlarged version, just doesn’t feel very ‘real’. Experiential learning takes subjects, data and concepts, and turn them into real life, hands-on, get out of your chair activities. With real-life results.
Ferrari's consortium approach to solving its digital challenges has benefitted multiple companies
Ferrari was established 70 years ago in 1947 and is one of the world’s most iconic luxury car brands. Throughout its history, it has been heavily involved in motor racing, especially in Formula One where it is the most successful racing team.
Enzo Ferrari, the business’s founder, once said: “Ferrari does not sell cars, Ferrari sells dreams.” The firm’s big challenge has been to keep this dream alive in the digital era, managing its employer as well as customer brand.
Approaching its 70th anniversary there were a number of business challenges looming large. In particular, how could Ferrari prepare employees for a future where the only certainty seemed to be uncertainty and disruption? And how could it turn the digital environment to its advantage? As Dennis De Munck, HR director at Ferrari, puts it: “Ferrari is a very curious organisation. We want to learn from the best people and the best practice to receive their recommendations and insights into what is happening in the rest of the world.” To satisfy this curiosity the ‘Digital Futures: Winning amidst Disruption’ programme was born.
In this 'Thoughts on Leadership' video, Paul Bridle talks about how important it is to support people to share their learning and knowledge with team colleagues.
Everyday we connect with and forge relationships with new people.
In those few moments of introductions, you need to be able to capture someone's interest and make them remember you.
An 'elevator' pitch or speech is so-named because it's so quick you can tell someone on an elevator ride and draw their interest before the doors open.
This resource will help you form a clear message about you, so you can easily share it with others.
Want to Know More? Visit
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…)