Recommended Partner Content
Agile Leader Assessment- Metaberatung
Agile Leader – Leadership redefined.
Which competencies matter for leaders navigating within disruptive environments? To be a successful leader in the digital business world, skills and modes of behaviour are required that are entirely different to everything you thought you knew about leadership. This was pointed out in the study “Redefining Leadership for a Digital Age” by metaBeratung/IMD among more than 1,000 executives. As a result, 4 competencies as well as 3 behaviours were specified to help leaders managing teams in disruptive environments successfully. The 4 competencies are humble, adaptive, visionary and engaged. The 3 behaviours that were identified are hyper awareness, informed decision-making and fast execution. The study showed that agile leaders who demonstrate these competencies and key behaviours clearly out-perform other leaders on measures such as work engagement and leadership effectiveness.Read More
How countries measure up and create human workplaces – IBM
Employee experience can be a positive, powerful, and ultimately human experience, in which employees are able to invest more of their whole selves into the workplace.1 Recent research (published in The Employee Experience Index: A new global measure of a human workplace and its impact) by the IBM Smarter Workforce Institute and Globoforce’s WorkHuman® Research Institute has resulted in the development of a new Employee Experience Index – measuring its five core dimensions: Belonging, Purpose, Achievement, Happiness, Vigor.Read More
Getting LGBT+ inclusion right in employee surveys- IBM
Many organizations are working to enhance the workplace experience for employees because of the clear link between employee engagement and business outcomes¹ and employee experience and work performance.2 But, it is not possible to optimize business outcomes unless all employees have the chance to fully utilize their talents.Read More
HR analytics readiness: How does Europe compare to the rest of the world?- IBM
HR Tech World and the IBM Smarter Workforce Institute investigated the workforce analytics readiness of organizations inside and outside of Europe. Results indicated that despite the existence of clear examples of excellence in workforce analytics in Europe, European Human Resource (HR) practitioners feel less prepared to deliver workforce analytics projects successfully than their colleagues in the rest of the worldRead More
How cognitive computing will transform HR and the employee experience – IBM
To better understand the impact of cognitive solutions on the human resources function, we surveyed senior HR executives, CEOs and employees across a range of industries and geographies. As part of a larger IBM global survey of more than 6,000 executives, we asked nearly 400 CHROs about their current views on cognitive computing; we also sought input from employees regarding their willingness to receive guidance from cognitive solutions.Read More
Learning Technologies: What Managers Really Think- GoodPractice
For many L&D functions, utilising technology to deliver learning experiences is a strategic priority. Established learning technologies such as e-learning and learning management systems, as well as newer options such as online groups/networks and performance support tools represent considerable investment. However, how are these technologies being received by managers, and how useful are they perceived to be? Access the report by GoodPractice to find out.Read More
Emotional Intelligence of the Financial Sector- JCA Global
This paper analyses data on individuals working in the financial sector who completed the Emotional Intelligence Profile (EIP), an online self-report questionnaire, from 2004-14.
The results show the financial sector to be generally lower in EI than several other job sectors, in particular on interpersonal aspects of EI such as being more critical, less flexible and less people oriented. However, this has broadly improved over the last 10 years, and the financial sector has developed certain strengths such as being pragmatic and task focused, and leaders who demonstrate self belief, authenticity and consistency.
This paper also shows that EI can be sustainably developed in this sector through appropriate training, which has significant impact on the emotional climate of the organisation in terms of employee performance, engagement and well-being.Read More
Evidence Based Practice for HR and L&D- GoodPractice
We all make decisions based on evidence, whether hard data or personal experience. But are we really interpreting that evidence correctly, or are we basing decisions on hunch and opinion?
In HR and L&D, proponents of evidence-based practice (EBP) encourage us to gather the best available evidence from multiple sources and to weight it appropriately. On this GoodPractice Podcast, EBP-enthusiast Mark Hendy joins Owen Ferguson and Ross Garner to share his experience with EBP, as well as tips to get you started.Read More
Google It: The Secret Online Lives of UK Managers- GoodPractice
This report is the latest step in GoodPractice's ongoing programme of manager-focused research. Building on the findings of their previous report The Secret Learning Life of UK Managers, this new study takes a closer look at the secret, online lives of managers in the UK.
Published in conjunction with ComRes, and based on data gathered from 504 UK managers, this fascinating report investigates the specific role the internet and social media networks play in the lives of today's managers. It provides detailed insight into managers' online preferences and habits.
This report presents the results of GoodPractice's survey, plus in-depth analysis and four key takeaways for L&D about what the key findings mean for the profession.
It considers, how the internet and both internal and external social media networks influence and contribute to the overall mix of learning activities that managers undertake and the extent to which managers rely on the internet, content-focused websites and social media networks to get help with the day-to-day challenges they face at work.Read More
Why the 70:20:10 model isn’t enough to build a learning organisation – Lane4
As the business landscape continues to change, companies need to become “learning organisations” that can rapidly adapt and take on new skills. To help build this capacity, many organisations have adopted the “70:20:10 rule” to help shape learning – but this isn’t enough. Listen to Lane4's on demand webinar where Dr. Alison Maitland, Head of Product, and Amy Aggleton, Product Development Lead, discuss:Read More
• The origins, advantages, and shortcomings of the 70:20:10 model
• How leaders learn best
• Practical tips on how to create sustainable learning and build a learning organisation