Over the past 15 years of working in the cybersecurity industry I have been privileged to have worked with highly intelligent, experienced and articulate colleagues. My experiences in large scale transformation programmes, workshops, interviews, managing both project and operational teams encompass consulting and internal business roles. These experiences led to interactions with hundreds of individuals where I have become aware of some consistent and humorous behaviour types displayed. These include eight positive and negative types including:
Once upon a time, ATS systems stored millions of stale resumes of any candidate that happened to cross its path. When new roles opened and well-meaning human beings attempted to apply or refer, these systems would mostly say, “Resume already exists in database.” If one were lucky, the ATS would say, “Hey! New resume. Let me replace the old one” and if luck had truly run out, it would save two versions leaving the poor recruiter confounded. Then suddenly, GDPR happened.
What if we’ve got it all wrong? What if in fact it’s not HR that needs to be disrupted, but leadership?
It simply doesn't feel right to miss out on the current trend of writing about the death of employee performance reviews - if nothing else, they seem to make for such catchy headlines. Just recently, for example, Accenture claimed it was doing away with annual performance appraisals, and not to be left behind, Josh Bersin, Deloitte and PWC are suggesting we'll soon see radical changes in this domain. However, in the words of Andrew Lloyd Webber: "I've got news for you" and my news is: organisations will never do away with performance reviews because if they do, they will fail.