Just like actors in a play, employers now want to be part of a good story. They are not happy just watching stories unfold in front of them. Furthermore, employees want to decide which character they play and how they contribute to the story...
The Oxford Group is delighted to announce our approval onto the Register of Apprenticeship Training Providers. As a result, you can spend your apprenticeship levy on leadership and management learning journeys facilitated by Senior Consultants at The Oxford Group.
Felix Bramley, Business Development Manager, writes about how The Oxford Group is challenging the traditional perception of apprenticeships and how this can provide value for your organisation. He also provides a link to a great employer guide from our sister company ILM which includes everything you need to know about the Apprenticeship Levy.
The rapid changes and instability in our economic and political environment, the demise of job security, and technological advancements over the last thirty years have given rise to the new gig economy. Short-term contracts and holding multiple jobs at one time are almost the norm. In this new, fractured world of work employee engagement has become both more important, and more difficult to maintain.
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.
We all have to undergo changes in our lives; whether we like it or not.
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.
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.
We have now returned to our offices after a successful CIPD conference in Manchester.
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.
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?
Guest blogger Marketing Manager, Katrina Strathearn, shares her experience of becoming a line manager for the first time.
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?
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 1: Developing Skills in Managing Performance