Discover our insights and the latest thinking in HR
It should be the most interesting report in the Board pack, so why is it usually last on the agenda and met with indifference? In this blog we look at how to make the People Report into something they actually enjoy reading and look at the two questions every Board should want to know about our people.
Most of HR's energy gets spent on either the top or the bottom 10% of our employees. This blog suggests that there are serious downsides to this approach and that it's time to stop obsessing about our "stars and rogues".
If we are going to help leaders and managers move with our desire to change approach and to deliver HR that is more relevant for today’s disrupted world, then we need strategies that make it easier and more appealing than our usual HR initiatives. This blog provides some different ways of helping leaders to embrace new techniques.
“We started out with real agility and entrepreneurialism. Then, as we grew, we started to bring in lots of policies and process. Now we feel slow and less creative. We never wanted to end up being this type of company.” If this sounds like your organisation then this blog is for you. We've got some tips to help rediscover what made you great in the beginning and to avoid the accepted wisdom of what it means to be a grown up company.
A need for collaboration between teams is something many HR teams are wrestling with. Unfortunately, our traditional approaches and processes do nothing to help foster better working relationships and, in some cases, actively work against them. So how can HR help to create greater collaboration in their organisations? Here we look at four of the approaches that companies are taking to ensure their people focus on beating the competition and not the team next door.
Whilst the 'no more ratings' argument seems to be winning, many of us are still wrestling with the dilemma of how to pay out bonuses if we don't have a number assigned to individuals each year. In this blog we look at the options you've got to make this happen.
Worrying about our credibility can be a bit of an HR obsession. We worry that we still haven’t got that seat on the Board. We worry that we aren’t taken seriously as Finance. In this blog we look at credibility boosters that work (and those that don't!)
HR Transformations don't transform HR. Eight out of ten large companies are currently running one to reduce HR costs but less than 20% actually deliver. In this blog we look at why that is and what the alternatives might be.
Whilst it's often easier and cheaper to implement one-size-fits-all processes, they rarely deliver results. If we are going to genuinely change behaviour, we need to become the human not process experts. In this blog we explain how.
If you’ve been in HR a while, you’ll have your own collection of cringe worthy moments. Those memories of when you launched a new process that achieved absolutely nothing. Instead of trying to make our broken processes easier to use, this blog explores how we can have a genuine impact.
HR surveys tell us the creation of a great employee experience ranks as a major trend again this year. They also acknowledge that only a minority of companies have found a way of doing it well. In this blog we share how you can create not just one employee experience, but a customised one.
The leadership competency model is based upon a myth of the perfect leader. If we can attain all the competencies, we'll be perfect! Of course, this doesn't exist. So, how can we determine what we need from leaders in this disrupted world? In this blog we look at fresh alternatives.
Anyone who loves to shop gets what a great customer experience looks and feels like. In this blog we look at what we can learn from retail as we think about creating a memorable employee experience.
Whatever your sector, we’re all tech companies now. The need to attract and build a digital capability is one of the key challenges for all leaders and HR professionals. In this blog we look at how two experts have done in their companies.
My business partner loves uncertainty. She deliberately won’t book a hotel till the last minute so she has the excitement of not knowing where she’ll be staying that night. She starts her shopping on Christmas eve. She actually enjoys hot desking. She is not the norm.
My first job on leaving university was as a teacher in a college. Being a rookie, I would put heart and soul into coming up with well-structured lesson plans filled with interesting ways of delivering the content.
We often get asked to work with clients who want to change their approach to performance management. Typically, this focuses on the sensible desire to remove the dreaded appraisal ratings. There's nothing wrong with this.
You know you’re in trouble when the thinking behind your latest initiative is that “if HR doesn’t manage it, THEY won’t do it properly”. The “THEY” in question is, of course, your managers; the people we trust enough to lead the business but not enough to lead our people.
We often hear organisations say that their “employees are our greatest assets”. What a horrible phrase. Assets are things like buildings, computer equipment and furniture – not human beings.
I am going to assume that anyone reading this already gets the need for better and different HR practices. I am not going to bang on about the demands of a “VUCA” world, the pace of change, the rise of the Millennials, or a more globalised, networked economy.
Over the last few weeks I’ve been looking at the traditional repertoire of talent management tools and techniques. I’ve been doing the easy bit - dissing the old favourites like the 9 Box Grid and Hi-Po Programmes but not putting forward what might work instead.
I always found it interesting that despite having to make quite deep cuts in my budgets over the years, my CEO’s would be reluctant to see the removal of one of the bigger ticket items in the HR portfolio – the High Potentials Programme.
Think of the best reward you were ever given at work. Actually, think of the best reward you were given anywhere. I was recently hosting a panel of seven business leaders and posed that question to them.
When people find a mission in life, it’s usually something really awe-inspiring – like climbing Kilimanjaro or saving some rare species of whale. Mine is really lame.
A client recently called me to talk about improving their employment brand. I was very excited and had loads of ideas about how they might change their approach to some of the big HR ticket items such as talent, performance and succession.
It’s that time again. That time of year that we all dread. Appraisal season.