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How Can Companies Make Effective Performance Conversations Happen?

By Gerry Ledford & Wendy Hirsh 13th February 2018

At the September 2017 CRF Masterclass on Organisational Performance Improvement, Mike Haffenden was struck by the complementarity of our perspectives on performance management, and requested that we co-author an article for CRF.  Because we highly regarded each other’s presentations and appreciated the chance to write together, we agreed.  This article is the result of that collaboration.

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.