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Organisation purpose – the latest management fad?

By Gillian Pillans 11th January 2018

Recently I attended the Global Drucker Forum in Vienna on the theme “Growth & Inclusive Prosperity”. Over two days we listened as an array of management thinkers shared their perspectives on why inclusive growth matters and what we should do about it. One theme emerged consistently: pursuing profit as an end in itself does not necessarily lead to greater prosperity, but what really makes a difference is having a clear sense of purpose that drives the organisation forward.

Talent Today: Designing an Effective Talent Management Review Meeting

By Caolinn Douglas 2nd January 2018

Most organisations conduct some form of regular talent review meeting as a core element of the talent process. However, the quality of talent reviews varies considerably. Critical success factors that differentiate the most effective talent reviews are: follow through, make it a sequence of ongoing discussions, tie in with regular business cycle, the right people should be in the room with the authority to make decisions, involve peers from other business units, include relevant personal information, bring in information on relevant job openings, make provision for individuals to receive feedback on discussions, and provide training and support for managers.

What should learning look like in an era of disruptive change?

By Caolinn Douglas 20th December 2017

We live in an age of ‘Digital Darwinism’ (Evan Schwartz, 1999). This term describes an era in which “technology and society are evolving faster than businesses can naturally adapt.” New digital platforms are disrupting traditional markets overnight and globalisation is rapidly changing customer needs and expectations. In order for organisations to survive in the current climate, they must be able to anticipate and respond to these external changes.

High Impact: HR’s Operating Principles

By Caolinn Douglas 12th December 2017

It’s important that there’s a clear line of sight between what the business needs and what HR does. More than this, HR practice needs to be rooted in a robust theoretical framework. Organisations need to address the following key elements when thinking about the operating principles that underpin HR: analysis before action, definition of terms, a robust underpinning theory, a sound business case, delivery against a clear HR plan, evidence, and evaluation.