HR

What is the future of employee experience? by Tim Ackermann

In part 2 of this exclusive video series, Tim Ackermann (Head of Talent Acquisition Experience at Lidl) discusses how employee experience is integral to talent acquisition and candidate experience. He highlights how to obtain a holistic picture of experience, not engagement, and combine the different measures around the organisation to ensure they all serve the same goal.

Bio

Grow your business: What would your future postcard say? by Kirsty Brooks

We are seeing an exciting trend in recent months as more client organisations structure their people vision alongside innovative and practical deployment plans that are very specifically matched to their business goals. 

Over recent years, businesses have been focused on cost utilisation and spend, understandably given the economic environment we've been in. 

Engage Employees in the Engagement Process by Shea Heaver

Although most organizations and management understand the need for Employee Engagement, most still struggle to create it.

Why is that?

Well in most cases it is simply down to the fact that it is still viewed as a Management and/or Human Resources function....or burden depending on where you stand.  

The old (and very time-consuming) method of seeking staff feedback via a lengthy opinion survey and then digging through all the data looking for a golden nugget is still widely used and seen as the only option in many circles.

The Downside of Being Wiser by Ankita Poddar

Every alternate article on the World Wide Web makes a reference to unconscious bias and discrimination in one form or another. Look hard enough and you’ll find it. There are, of course, some forms of discrimination that are referred to about more often than others are. Take for example, diversity. The words that probably come to mind when you hear ‘diversity’ are – gender, race and religion; and of the three, we all know which catches the largest focus. However, there is one other form of diversity that is fast dwindling in the workplace and yet is hardly talked about.

Handling Hijackers by Jardena London

Hijackers are those people who try to take over your meeting and change the direction.  Let’s unpack why people hijack, take a look at the different types of hijackers, and then get some tips on what we can do about it.

Why do people hijack?  The most important thing I’ve learned is that people aren’t hijacking your meeting to piss you off.  They really aren’t. They also aren’t doing it because they are control freaks who want to be in charge, or want to make you look bad.   

There are a lot of reasons someone might hijack your meeting.  Here are a few:

Accelerating Delivery & Performance by Jacqui Alexander

Jacqui will be talking on Friday 12th at 9:45am -10:15am, facilitating a panel conversation on 'Accelerating delivery & Performance'.

Jacqui looks at the biggest issues facing leaders today, focusing on how organisations and leaders deal with stress during perpetual times of change. She continues to look at the importance of stripping back processes to remove complexity within business transformation.

See the full agenda at excellence-leadership.com

How to create a clear people strategy & plan for action by Kirsty Brooks

Here at People Perform we understand that developing a clear people strategy for any business comes with its own unique complexity. 

Understanding business requirements, gaining buy-in from the board and senior leaders whilst delivering clear results through rigorous project management; all of this whilst balancing short-term delivery and results to keep the business owners and shareholders happy! 

Are You on the Hedonic Treadmill? by Roderic Yapp

One of the things that makes leadership such a tricky subject is that it is all about behaviour. It is about what you do every single day.

What you say matters but if it is undermined by your behaviour it becomes irrelevant.

This is why I am a strong believer in the concept of leadership by example.

It is the behaviour that is demonstrated by the leadership and the behaviour that they tolerate amongst their people that creates the organisation’s culture.