What if we’ve got it all wrong? What if in fact it’s not HR that needs to be disrupted, but leadership?
Recently we did a straw poll of delegates at the CIPD conference and the results showed that Wellbeing was the number one priority going forward for many organisations.
Many of the management tips we will be building up in this series could apply to any executive taking up a senior job in a new organisation. But the role of the CISO is particularly sensitive in many aspects and has its own dynamics. It is often poorly understood by management and still seen by some as a necessary evil, or as an imposition by auditors or regulators.
In business and particularly in HR we talk about ‘fit’. The right fit for the role, team fit, cultural fit, it’s all about fit and often as people we expect to fit in or try our best to so that we feel a sense of belonging.
Brené Brown talks repeatedly and more so in her latest book Braving The Wilderness about the differences between belonging and fitting in, and that if we ‘fit’ we lose some of our self, some of our authenticity, because to fit, we have to change who we are at the core.
We conducted a Q&A interview with Bernard Marr, best-selling author and Analytics, KPI and Big Data Guru, in the build-up to his talk at the People Analytics World event.
When people think of data, they think of numbers. However, there is plenty of video & photo data out there. How can this data become more structured? How can businesses begin to use this technology?
We conducted a Q&A interview with David Green, Global Director of People Analytics Solutions at IBM, in the build-up to his talk at the People Analytics World event.
How can an organisation looking to begin their HR analytics journey actually start from?
Being agile and adaptive in today's age of ecosystems and accelerated change has seen a shift in what transformations of legacy organisations look like. Time to rethink what we mean, do and measure, when we talk business transformation.
Defining ' transformation' in relation to strategies and initiatives
'Culture is how people behave when no-one is watching’. That was the definition used by Bob Diamond, the Chief Executive of Barclays Bank. Under his tenure, Barclays’ employees were found to be rigging the LIBOR rate for which the bank was fined £290mn. I doubt Bob knew that this was going on but he has to take some responsibility for creating a culture which allowed this to happen. It is an example of how the ‘win at all costs’ mentality can have disastrous consequences.
There is some form of management reality beyond the “100 days” journalistic cliché: How does an incoming executive make an impact in a new role? What are the real timeframes to look at? What can be expected, and over what horizon? What are the key issues that should raise a red flag during the first few months in a new senior position? and those which can be ignored? Those are the themes we will be exploring in this new series around the specific role of the CISO.
The Person, the Role and the Culture of the Firm
Our workplaces have gone through some seismic changes over the past few years and the pace of change doesn’t look like it’s slowing down anytime soon. From the invention of email sometime in the 1960s or 70s (depending on what story you believe) to instant messaging, social media, and now, artificial intelligence. We’ve come a long way since the Mad-Men-esque days of typewriters and switchboard operators.