Follow us on: Twitter LinkedIn

Exploring three new behaviours and beliefs in three key employment phases – Part 31 August 2017

Employees should be accountable for their own engagement at work. This can be achieved by incorporating three new behaviours and beliefs into their day-to-day life. In this series of articles, my colleague Bart-Jan van der Linde (Principal Consultant) and I explore these three key behaviours and beliefs in, what our colleagues in City & Guilds Group believe to be, the three key “employment phases”. This article focusses on the third and last phase - Progressing on to the next job.

Three big ideas to influence your talent strategy – Part 3: Personal and organisational narratives28 June 2017

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...

Three big ideas that will influence your talent strategy – Part 2: Experiential careers7 June 2017

Recently, I spent some time talking to my colleagues and clients about what the biggest issues are for talent strategy. Exploring these themes in depth, as will be attempted in this series of three articles, is a critical first step. However, it is even more important to understand the implications they have on an organisation’s talent strategy. Over the course of the few months, I hope to investigate and share with you what these three big themes mean in practice throughout the talent cycle.

Three big ideas that will influence your talent strategy – Part 1: Diversified career journeys16 May 2017

Recently, I spent some time talking to my colleagues and clients about what the biggest issues are for talent strategy. Exploring these themes in depth, as will be attempted in this series of three articles, is a critical first step. However, it is even more important to understand the implications they have on an organisation’s talent strategy. Over the course of the few months, I hope to investigate and share with you what these three big themes mean in practice throughout the talent cycle.

How growing SMEs can avoid costly recruitment mistakes26 April 2017

Generally, small and growing companies have the potential to be more agile, and therefore successful, than large corporations. However, while agility can mean reacting quickly to market opportunities, this speed increases the risk of getting it wrong…no more so than when it comes to recruiting new talent.  The cost of replacing or re-recruiting staff if the wrong decision is made is worryingly high. A 2014 Oxford Economics Report found that the loss of an employee on a salary of £25,000 a year or more carries an average financial impact of £30,614. This impact covers both the logistics of re-hiring and the lost productivity suffered.

Change is inevitable – progress is not. (And neither have to be painful)3 March 2017

We all have to undergo changes in our lives; whether we like it or not.

Are you developing the right people to be tomorrow’s leaders for success?1 March 2017

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.

Why you should define the competencies your staff need today and tomorrow9 February 2017

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.

Teams Rule – It’s time to ditch the dogma of individual rewards if we desire culture change19 September 2016

“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…”

How to build a First Line Manager programme that works28 July 2016

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.

Feedback Hungry Teams – The Key to Successful Businesses1 July 2015

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?’

8 Top Tips for Successful Coaching in Asia1 June 2015

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. 

7 powerful ways to engage and retain millennial talent in Asia5 May 2015

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?

The business savvy line manager11 April 2014

Practical Training Strategies to Retain Talent in Asia Pacific – Part 3: Providing Training in Business Acumen

Stepping up to the challenge28 March 2014

Practical Training Strategies to Retain Talent in Asia Pacific – Part 2: Enabling People to Make the Transition from Manager to Leader

Going…going…staying!14 March 2014

Practical Training Strategies to Retain Talent in Asia Pacific – Part 1: Developing Skills in Managing Performance

5 conversations, accountability, apprenticeship levy, asia, asia pacific, authentic leaders, behaviour, blended learning, blended learning program, building relationships, building trust, change, change management, cipd, coach, coachee, coaching, coaching in asia, coaching programmes, communication, conversations, culture, culture change, customer-centric, customer centric, customer focussed, dealing with ambiguity, developing first line managers, development, effective leadership, employee engagement, employers, engagement, executive coaching, executive presence and impact, feedback, first line manager, first line manager development, first line manager programmes, first line managers, flm, giving feedback, good leaders, hr, ilm, india, kineo, leaders, leadership, leadership and management development training, leadership development, leadership training, leading for innovation and agilty, learning, learning and develoment, learning and development, learning technology, line managers, management development, management development training, manager development, managers as coaches, managing relationships, managing virtual relationships, millennials, multi-cultural, multicultural teamworking, performance, performance management, power of storytelling, productivity, ready made, ready made products, relationships, remote teams, remote working, retaining talent, skills development, storytelling, success, talent, talent coaching, talent retention, talent retention in asia pacific, talent strategy, teams, teamworking, technology, training, transition coaching, trust, virtual, virtual meetings, virtual relationships, virtual teams, virtual teamworking, virtual working, virtual working survey, virtual world, vuca,