People Management

Great Leaders make a difference…by managing differences effectively by Shea Heaver

Workforce diversity is much more than just another corporate buzzword.  It’s an important business topic these days as organizations regard differing viewpoints a critical element in being innovative and competitive in a fast changing world.

Regardless of any social factors, the individual employees within every organization have a wide variety of business-centric ideas, perspectives and behaviors that usually lead to one of two outcomes. 

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:

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! 

Every time I hear the phrase ‘employee engagement’ a little piece of me dies…. by Peter Wakefield

I'm not the first to say it and know it’s a strange thing to say, particularly for someone who spends their time supporting organisations to improve their performance by developing engagement levels.

But for me the phrase ‘employee engagement’ has always been a problem, I’ve never liked it, it’s never sat well with me, but it took me a while to really understand why.

How to design an agile organisation by Rose Padfield

In today’s complex, interconnected and rapidly changing environment, it is more important than ever that organisations can respond quickly whilst still achieving efficiencies of scale. A key enabler of this is having the right organisational design, and recognising that the design of yesterday (designed for efficiency and assuming predictable patterns) will no longer work in the digital age, where agility and speed of response is key.

Matrix working – please click to enlarge the image

Why I Thought People Were Idiots by Jardena London

While I was attending a Leadership Retreat (CTI) last week, we were asked to identify what we need to let go of, in order to become a better leader.  For me, it was “letting go of the idea that people are idiots”. Of course, I don’t mean you, dear reader, it’s everyone else.

Bottom-line Impact of People Problems in the Workplace by Shea Heaver

In a Utopian workplace environment, every employee would arrive with a smile on their face, diligently work on projects about which they are passionate, interact with and assist their colleagues, have a great relationship with their boss, and when the going gets tough they would roll up their sleeves and pitch in without a second thought.

Avoiding People Analytics Project Failure by Max Blumberg

Making sense of people data is a struggle for many HR professionals. People analytics is only effective when data collection is focused on achieving a particular management objective - such as improving talent management processes, such as recruitment or retention, or to demonstrate HR's contribution to the value/ROI of these processes. Despite this core concept of people analytics, many companies simply analyse the data nearest to hand – with the results being anything but insightful.