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Tag Archives: Values



A global study from Walking the Talk, titled Managing Behaviours in the Workplace, surveyed 745 people including 189 leaders, and found that only 34% of those in leadership roles believe they are able to influence or alter the behaviour of employees.

This is despite the fact that 78% of leaders thought their organisation had adequately equipped them with the skills needed to have a positive influence on others. And despite 86% feeling confident in creating the right atmosphere to allow workers to behave appropriately. The research suggested this contradiction is due to leaders being more comfortable operating at a macro level – for example putting in place frameworks and policies – rather than dealing with the more human element of individuals’ behaviour.

When it came to who should be held responsible for employee behaviour, 76% thought leaders should always be aware of what their employees are doing, and 69% agreed that leaders should be held accountable for the behaviour of people working for them.Walking the Talk - Managing Behaviours Report

When asked at what point leaders become responsible for employee behaviour, 19% said they should always be accountable no matter what the situation. One in five (21%) thought it should start when a group of employees have behaved poorly at least once before, and 27% saw the responsibility starting when employees have behaved badly on more than one occasion.

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This activity is designed to help individuals reach a better understanding of their most significant values.

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

To download this activity Click Here

 


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The Nationwide Building Society used candidate and new hire feedback to identify areas for improvement and investment.

Nationwide is designing a new recruitment plan to improve the experience candidates face during its job application process.

The building society sought feedback about its entire application management process from more than 1,000 candidates who applied for jobs with Nationwide over a six-week period during November and December 2016. It also involved recently recruited members of staff and hiring managers.

Candidates expressed their preferences on how the application process should run. This included being able to quickly and accurately access information about Nationwide, receive personalised feedback from hiring managers, and interact with a person during the process rather than receiving automated messages via digital channels.

Nationwide aims to use this feedback to help determine areas of investment for a technology ‘roadmap’.

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This short team based activity is designed to enable delegates to understand and describe how a person’s behaviour supports ‘corporate values’.

It gives the opportunity for the team members to discuss:

  • What things they do in their day to day work that are driven by the corporate values?
  • Do the things that they do really support the corporate values?
  • What 3 things could they all do differently in their day-to-day working lives that would improve the overall performance as a group?

To download this activity: Click Here


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More and more organisations talk about the importance of their 'values' - yet few thing about these when recruiting new members of staff. 

‘Values-Based Recruitment’ is essentially a means of assessing to what extent an individual’s approach, attitudes and motives align with the demands of the job, the values of the business and the culture of the working environment.

More enlightened organisations would argue that attending to these factors as part of their selection process has always been important to them. Although they might not have called it ‘Values-Based Recruitment,’ these organisations explore a 'values match' during their selection processes in some way or another, even if it’s not in a very deliberate or systematic way.

Take the first two diagrams below which convey two typical approaches to recruitment.

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Transactional analysis (TA) is a widely recognised form of modern psychology that involves a set of practical conceptual tools designed to promote personal growth and change.

It is considered a fundamental therapy for well-being and for helping individuals to reach their full potential in all aspects of life.

TA  is based on the theory that each person has three ego states: parent, adult and child.It is a simple yet accurate means of situating our own behaviour patterns within the wider context of human interaction.

As a leader - understanding the concepts behind TA can help you understand your own and others behaviour.

To read a short introduction to TA - Click Here

 Watch and Learn -  Click Here


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This is the third in a series of papers by Peter Hyde and Bill Williamson exploring the power of organisational values and their potential influence - positive and negative - on an organisation’s ability to sustain its performance over time.

The paper concludes that '...the core values of your organisation exist whether or not you or your predecessors have made them explicit.

They are bound into the fabric of your organisation....they will be revealed and reinforced by behaviours; traditions; rituals; and myth telling which have come to define ‘the way we do things around here’.

To read the report in full Click Here


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