HR

Harnessing the Power of Values to Get Buy-In by Sandie Bakowski

Organisations are shaped by the needs and demands of the eras they have travelled through. Change has always been part of a business, but the seismic changes brought by technology today means organisations need to change faster than they ever have before.

It’s not that organisations haven’t done change before – it’s just now it’s a lot faster. And to cope with change that fast, some things need to be done differently.

 

10 Questions that Uncover High Performers... by Roderic Yapp

One of the challenges involved in building a high performing team is selecting the right people. You can’t build a high performing team with low performing people so who you let into your organisation matters. It is arguably one of the most important decisions you make especially if your team is small.

Hiring someone is supposed to give your team (and you) a great level of capability. You should be able to deliver more. But if you get it wrong and hire the wrong person you will create management challenges that take up your time rather than ‘free up’ your time. 

Mental Health in the Workplace: Let’s stop striving for perfection and start making progress by Jaclyn Potts

In recent times, more and more attention is given to the importance of mental health in the workplace. We now know what is at stake when we don’t create safe, sound working environments. In Australia, mental health compensation claims annually cost $145.9 million and the resulting absenteeism costs a further $4.7 billion.

Design Thinking VS Design Thinkers: What is the Difference? by Dani Chesson

Over the past decade or so, the concept of Design Thinking has become a popular approach to problem-solving. In some circles, Design Thinking is viewed as a methodology with several different process models (see IDEO, Hasso Plattner Institut, as examples) that provide guidance on how to engage in this process. In other circles, Design Thinking is viewed as a philosophy or a mindset that guides problem-solving.

What is the RoI of a resilience programme with Paul Heywood

We conducted a Q&A interview with Paul Heywood, Founder and Managing Director of Halcyon Life, regarding resilience programmes and employee engagement.

 

1. Could you introduce yourself and what you do?

I am Founder and Managing Director of Halcyon Life. Previously, I was IT Director at 3i, a FTSE100 Private Equity firm, and at the law firm Fieldfisher. I have also held senior positions at Allen & Overy, WHSmith, L’Oréal, EY and Ford Motor Company.

The Three Drivers of Employee Engagement - Mark De Stadler

Mark De Stadler from Dale Carnegie discusses the main drivers of employee engagement. He discusses Dale Carnegie's research in this area, and the outcome which identified 3 key areas for employee engagement:

  1. Relationship with immediate supervisor
  2. Belief in senior leadership
  3. Pride in the organisation

Mark discusses how the relationship with your immediate supervisor is the most influential on employee engagement, emphasising the importance of training and developing brilliant managers to encourage your employees. 

 

How to Stop Wasting Training Budget by Paul Matthews

Paul Matthews discusses the biggest waste in the training industry as the way we spend the training budget, instead of investing it in people. He continues to look at why people ignore training, or lack thereof, and pass blame to avoid responsibility. The importance of seeing an ROI on learning and development is integral to the bottom line and organisations need to look at how to implement training as a programme, not an event.

Bio

The Learning we Ignore at our Peril by Paul Matthews

In part 3 of the series, Paul Matthews discusses informal learning, which describes any learning that is not scheduled, planned or mandated. He looks at the importance of informal learning, by focusing on its impact on health and safety, and how it can be harnessed by learning and development (L&D) functions to ensure that employees are doing the right things with the right support. Paul considers how informal learning is integral to keeping an organisation running and provides some examples of how L&D functions can leverage informal learning to their advantage.

Is HR Ready for Big Data?! by Mostafa Azzam

In an era where HR is frantically struggling for a seat on the bandwagon of data-savvy, data-driven business functions. An era where HR is yet to come to terms with the data value chain; where data culture is practically non-existent; data visualization remains a dark art; and BI stands for Brain Injury ... Is HR ready for Big Data?!

WHERE DO WE BEGIN?

What is Design Thinking?: A Brief Introduction by Dani Chesson

What is Design Thinking? One of the challenges with introducing the concept of design thinking is that this concept does not have one agreed upon definition. Depending on the source you consult the definition defers slightly and the concept can be a bit elusive to understand. In an attempt to address this, I consulted 164 pieces of scholarly and popular literature on the topic to arrive at a short description of the concept. Below is how I answer the question, what is design thinking?