Insights from The Oxford Group
Read the latest blogs from our team.
In today’s current economic climate, organisations face unprecedented challenges in order to remain competitive and relevant. Global uncertainty, disruptive technologies and unrivalled transparency (customers and employees rating sites) all contribute to the ever-changing workplace. First Line Managers (FLMs) need to adapt to this change quickly; but they can only do so with support from their superiors and suitable training. Without this, they and their organisation will underperform.
In small organisations or start-ups, having an idea and getting it out there is relatively easy and terrifically motivating. Yet, when we apply that same logic in large organisations, the chance of getting an idea out there is almost zero. Why is that?
Do you find recruiting the right person a headache? At The Oxford Group, we still see people recruiting candidates on the basis of their technical skills, university attended and previous job titles. Companies often ask questions and use criteria that don’t truly get to the heart of a person’s suitability for a role: behaviours and values. Together with my colleague, and Principal Consultant, Maggie Matthews, I’d like to share some recruitment best practice via a simple recipe.
From April, all companies which have a UK payroll of £3m+ will be subject to the ‘Apprenticeship Levy’. This will be 0.5% of the monthly payroll, collected from employers by HMRC. However, employers will be able to ‘claim back’ their levy if they invest in apprenticeship programmes...
Today’s employment market is becoming increasingly fractured and dysfunctional. They call it the “gig economy”. But employee engagement still matters – for the sake of quality, customer satisfaction and innovation. However, this radical change means that conventional, top-down approaches to building engagement are doomed to failure.
On 15th March, The Oxford Group hosted a taster session from a selection of Ready-made Training Programmes. The idea of the session was to explore a few key topics and exercises used in our training programmes.
We find ourselves in unprecedented times of global political, economic and environmental change; this has created a new uncertainty. In this time of uncertainty one thing is for certain: talent needs to be nurtured in order to be retained.
Q: “What happens if we invest in developing our people and then they leave us?”
A: “What happens if we don’t and they stay?”
We all have to undergo changes in our lives; whether we like it or not.
The right people are those with clear aspirations and a real commitment. Many organisations have specific high potential development programmes – however if your selection process doesn’t effectively identify those people, you may be investing in vain.
As an HR leader, boosting or maintaining employee engagement is probably a major item on your ‘to do’ list. But unless it is already embedded as part of your organisation’s culture, it is rarely in the minds of the CEO and Board.
This is the third and final article in our series which sets out three crucial steps you need to take to place employee engagement on your CEO’s agenda.
While it’s common for organisations to develop competency frameworks, often they are focussed on what people need to do their jobs today, and fail to go far enough to allow managers to recruit and develop talent who can help the organisation meet its objectives tomorrow.
Philip Watts, an expert in transformational change strategy, has seen a variety of organisations succeed and fail in their attempts to become customer-centric. So, I was delighted to have the opportunity to interview Philip on this very topic.
Employee engagement is no longer simply a buzz-word. Ever increasing research into its effects on the economy and business success, a rapidly changing workforce and shifting expectations of employees regarding their work environment have made it a crucial part of many organisations’ business strategy.
In this second article in the series we step away from the logical, and focus on the emotional arguments that you need to make for your case to be successful.
Becoming customer-centric, particularly in organisations where the customer hasn’t traditionally been central to their culture, is a major transformation, and one that extends far beyond a new customer service policy.
I am frequently asked what organisations can do to become truly customer-centric; if there is a specific series of actions or policies they could copy. The reality is, becoming customer-centric requires a great deal of consideration and effort to ensure it goes beyond paying lip-service to a buzz-word with a new customer service policy.
Levels of volatility, uncertainty, complexity and ambiguity are ramping up in workplaces across the globe as recent events have threatened international trade and the job security of millions of employees in various sectors worldwide. In such an environment the role of the manager is vital in maintaining engagement with teams in order to help them to continue to be effective.
We’ve all been there. As an HR leader, you know that employee engagement needs to be firmly on the CEO’s agenda if anything meaningful is going to happen. Maybe you’re trying to make the case to repeat your employee engagement survey, or even to run one for the first time but it’s the wrong time.
Q: Five frogs are sitting on a log. Four decide to jump off. How many frogs are on the log?
A: Five, because deciding and doing are not the same thing.
“Wait. Before you say: “You can’t compare employees to athletes” or “It’s not realistic to implement lessons from Olympic coaches in a regular workplace”, read on. When it comes to engaging teams, there are more similarities between these groups of people than you think…”
“90% of teams in organisations are not teams as we know it. They are working groups of individuals trying to be a team but failing because they are pseudo teams desperately trying to emulate great teams like we witnessed at the Olympics. These teams are not motivated to act like teams because they are not treated and rewarded in the right way…”
The Oxford Group has recently successfully achieved the Institute of Leadership & Management (ILM) Approved Centre status and will begin delivering ILM qualifications.
Unmanaged conflict in the workplace can be detrimental to an organisation and costly, not only in financial terms but also in terms of talent retention and the potential loss of skilled team members. Therefore, learning how to reduce or avoid conflict in the workplace is a valuable investment – at any level.
First Line Managers (FLMs) hold a key role in the organization, managing the majority of the organization’s staff and setting the standards for how things are done on a day-to-day basis.
In the fourth of our ‘Perceptions & challenges of virtual working’ blog series, we look at the challenges of communicating in a virtual working environment.
At some time or another we’ve all heard it. “Oh yeah, working from home today?” It might have been levelled at you or at a colleague – or perhaps you were the person saying it? And you don’t have to look too far to read about apps such as ‘Mouse Jiggler’, that could be used to keep up an appearance of active working by stopping PCs or laptops going into sleep mode while a rogue worker puts their feet up with a cuppa and checks Instagram.
The recent referendum result has sent shockwaves across the Business world following 52% of voters voting in favour of "Brexit". Felix Bramley takes a look at how to deal with Ambiguity in times of uncertainty.
Following the shocking article on BBC news regarding a training session at Changzhi Zhangze Rural Commercial Bank in China where a trainer used physical punishment on participants who did not excel during the training.
There are countless motivational quotes written about it, and reaching its peak is the Holy Grail for the vast majority of organisations. We’re talking productivity, and specifically about the impact that virtual working has on productivity within large organisations.
Does your organization have a training program in place to develop your front-line managers? If so, chances are it wasn’t easy to put in place … and it’s not cheap to run. To help them cross that bridge, you may send your new front-line managers to week long classroom sessions or pay for lots of online learning modules. And then sit back and hope for the best...
I recently ran a webinar with Nick Cowley which looked at key results from our international research, commissioned to 1,600 employees across all levels of organisation in China (Hong Kong), France, USA and the UK.
On a recent train journey from Leeds, I found myself talking to a group of employees from a fast growing UK-based software company, who explained to me that they were on their way to Antigua for their yearly week away designed to encourage the colleagues to get to know one another and increase engagement. Over the course of the journey, I learnt a lot about the company and its culture which in turn also taught me a lot about engagement.
Over 50% of people with experience of working virtually believe their morale would be higher in a traditional office environment. Find out more from our latest research.
Don't miss the opportunity to enter the Princess Royal Training Awards with City & Guilds Group.
Close but no cigar
Using 5 Conversations to manage a melting pot of personalities.
I was recently contacted by a learning technology company who were surveying trends in learning technologies over the past 10 years. As I acknowledged some of the advances: the increasing use and quality of eLearning, both stand alone and as part of a blended solution, the range and quality and of on-line videos and other resources available, and the ability to deliver reasonable quality live classrooms remotely using WebEx and other platforms, I also became increasingly aware that in many respects technology in learning is still at a very limited and curiously traditional stage of development.
Office opening hours and Season's Greetings
Our recent event in Paris focused on giving some insight into the 5 Conversations programme.
How does your global business manage a huge range of different public holidays and local closures in order to stay effective in a world that never stops?
British singer-songwriter Adele, has recently made an incredible comeback with her highly anticipated new single “Hello”. The song is an artistic example of how communication between two people can break down and teaches us a lesson or two on the art of conversation.
We have now returned to our offices after a successful CIPD conference in Manchester.
The focus of our recent webinar was “Managing Relationships in the Virtual World” where we discussed how it is important to have the right tools, mind-set and conversation in a virtual working relationship.
In 1989 Back to the Future II was released and it was in this film that Marty McFly and “Doc” travelled to today, 21st October 2015. A lot has changed since then but sadly I’m still waiting for my flying car and self-lacing trainers…
The Oxford Group was established a couple of years before Back to the Future II was released. Since then we have seen a number of changes in how we work with our clients and how technology has, and continues to play, a big part in what we do day to day.
I was joined by a long-time colleague, Julie Havard, who has been a consultant and executive coach at The Oxford Group for 16 years. Julie works on a global scale, and supports me in managing relationships and in coaching projects.
A recent episode of X Factor saw communication shut down between boss and fellow judge, throwing into question their working relationship and illustrating the pitfalls of remote working.
In our recent webinar, “Making virtual teams work – a practical guide for global organisations” I was able to catch up with Robert Rigby-Hall, who I have known and worked with for a number of years. Robert has vast experience of working in HR globally and in this webinar we had a fascinating conversation where he shared his insights and lessons learned. Our discussion focused around four aspects of virtual working: building trust, dealing with practical challenges, managing time zones and using technology.
Business globalisation has risen dramatically over the past few years, with the business and social world increasingly inter-connected and leaders seeing the benefits of a globalised approach and the need to bring local countries together to work towards a single global vision, consistent marketing and sales strategy, streamlined operations and universal procedures and policies. I find myself discussing this topic quite regularly in Asia, with leaders facing the huge challenge of balancing the ideal of thinking globally and acting locally.
How do you build trust, engage others and get things done when your colleagues are on the other side of the world? Or in a different part of your business or team?
Over the last few decades we have seen a large increase in offshoring, particularly within China and India where the cost of labour is low. Having worked in Asia for many years, I have seen first-hand the opportunities and challenges that organisations face when they offshore their business. This blog explores some of the key challenges leaders face when they are working within an onshore/offshore environment, and offers thoughts and advice on how best to tackle them effectively.
In Asia, I am seeing more and more leaders working within agile organisations. Agile organisations are change-ready, and therefore able to adapt and respond quickly to complex and ever changing environments. In the right business and environment, agile organisations deliver extraordinary results and performance, and agile teams within a non-agile organisation tend to have an energising effect on the rest of the organisation.
Asia is booming and many organisations are fast tracking employees into management roles even if they don’t have people management experience. In Asia we get asked time and again; ‘How can I improve team performance and get better results?’
With Asia’s accelerated market growth and its importance within the global economy, there is clearly a real need for leadership development and coaching programmes to ensure optimum employee engagement and productivity within these fast growing organisations.
One of the most pressing challenges that sit high on most leaders’ agendas is how to effectively attract, engage and retain millennial talent but why are Millenials so important?
Do you sometimes wonder why your team members don’t understand what you mean? Do you say one thing and they act on something completely different? Have you ever thought that sometimes this might be because of how you have communicated your message?
Authenticity is seldom thought of as a major driver of organizational performance, a source of innovation or productivity. In fact, we may not think of authenticity at all. But increasingly organizations are realizing the benefits of having authentic leaders.
A company’s vision is often carefully crafted, underscored by common values and reflective of the company’s mission. The only problem is, how does an employee know if they are acting in a way that is fulfilling the company’s vision? And how do they come to understand how the vision applies to them?
Despite traditional objective setting being implemented, workers are still unclear about what they are working towards. Find out what a study undertaken by The Oxford Group and Atomik Research in 2014 across the US, UK, Hong Kong, Singapore and France revealed.
Guest blogger Marketing Manager, Katrina Strathearn, shares her experience of becoming a line manager for the first time.
In an age where employee engagement is recognised as critical to productivity and the bottom line, you or the senior leaders in your organisation may be seeking a more innovative way to engage employees with key company messages and values.
Mentoring is a process that provides medium-term, regular support that enhances an individual’s current performance and maximises their potential for the future.
As a Line Manager, do you find it difficult to give feedback in the moment? Do you save it up for a weekly or monthly meeting? Do you wait until the twice yearly review? Or do you just never do it all?
We often challenge groups of leaders with this simple question: “Who is accountable for making you the best leader you can be?” After wry smiles people raise their hands and call out, “Of course, it’s me!”.
How do global organisations approach rolling-out leadership and management development programmes. Here are four points that will help you when planning your approach to a global leadership and management development programme.
Practical Training Strategies to Retain Talent in Asia Pacific – Part 3: Providing Training in Business Acumen
Practical Training Strategies to Retain Talent in Asia Pacific – Part 2: Enabling People to Make the Transition from Manager to Leader
Practical Training Strategies to Retain Talent in Asia Pacific – Part 1: Developing Skills in Managing Performance
We believe that leaders need to acknowledge that they alone are accountable for improving their own performance as leaders. To do this, they need to make a deep, emotional commitment to being the best leader they can be. But what does this involve?