© 2018 All rights reserved
Made with ❤ with Elementor
We’ve just passed the one-year milestone since the national lockdown was implemented and so it’s only fitting for the fourth episode in GFB’s Schroder Series we will be taking a look at the competency, ‘Empowers Action’ from the ‘Achieves’ behaviour cluster in relation to how leaders tackled the Covid 19 pandemic.
Next up in our Schroder series of blogs we’ll be looking at Measuring and Monitoring Performance, or MMP as its more commonly referred to. MMP is part of the Achieves cluster of behaviours and is all about driving continuous improvement through the setting of targets and the monitoring of data.
Welcome to the second in our series of blogs exploring the Schroder Framework of High Performance and what that looks like in the real world. In this post we are looking at the Involves cluster which includes the Enabling Openness, Facilitating Interaction, and Developing Capability behaviours.
To help to bring the framework alive, over the next several weeks we will be publishing a series of posts focusing on each of the 11 behaviours and giving some real world recognisable examples of how people operate at the different levels of the behaviours, both high and low.
Since April GFB have run regular online workshops where People/Human Resource Directors could share their experiences, challenges and solutions. The workshops were facilitated by our trained coaches, in a secure environment, and they raised some interesting observations that we explore in this report.
In this, the first article of the Crelos Change Mastery Series, Elizabeth Ferguson explores the concept of ‘change fatigue’. We live in a time when change has become a constant part of UK plc. If change is a constant to what extent is change fatigue evident too?
I imagine it gets brought up most Thursday nights and every Friday morning, “having a 4 day working week would be the best”, “the Netherlands are doing it” and the classic “I know I could get as much done in 4 days as I do in 5”. But for some the very idea of less time in the office is completely out of the question.
So as we hurtle into the unknown future with Brexit delays and uncertainty becoming a normal state of affairs, many organisations are looking to encourage their people to be brave and innovate to meet the fast pace of change. However much research shows that innovative culture is leader dependant and leader led.
Make no mistake, the uncertainty of Brexit will be worrying your employees no matter what industry you operate in, and managing your people through this difficult time will be key to getting through it and prospering on the other side regardless of what happens.
Working with change is part of the day to day routine. We all regularly cope with change and doing things differently is now business as usual. The challenge comes with the pace of change.
We’re slap bang in the middle of the classic ‘new year, new me’ month of January- Facebook feeds full of inspirational quotes and brand new health kick Instagram’s to follow. The beginning of a New Year gives us all the inspiration to think about what we want for the future and how we can learn from the past to achieve it.
In a world where Ted Baker makes the news lets focus on those doing the right thing and celebrate that individuals are speaking out and demanding more from their jobs.
All organisations are powered by technology. Technology determines how we communicate and collaborate, how we interact with our clients and how we attract our future customers.
Having overseen the implementation of over 20,000 360 feedback surveys across over 1000 different organisations I have learned a lot and seen a lot that works well- however I have also heard from individuals and organisations that have been put off by the poor implementation of 360 projects in the past.
If you have been to a business conference recently, browsed LinkedIn, scanned twitter, or even just overhead people in the gym class (yes, really!) you have probably heard the term ‘Agile’ or ‘Agile working’. So what is ‘Agile’?
96% of job seekers say it’s important to work for a company that embraces transparency, but transparency and honesty is not necessarily something we associate with the world of business.
Emotional Intelligence has become a really hot topic of conversation around leadership and an organisations journey to success in the last few years. Emotional Intelligence was found to be responsible for 58% of your overall job performance, deeming it a trait to be desired in candidates and leaders alike.
How are good teams made? It’s hard enough to build a team that’s capable of performing averagely, let alone to an exceptional level. Our Client Director James Shimmen, explains while still talking football.
Today’s organisations are becoming increasingly technology dependent and technology led. So how are leaders changing the mindset, behaviour and workplace employment practices in order to be successful in the future?
Business challenges, such as employee retention and skills shortages have been around forever and as our economic climate demands change, so do our people and leaders.
As widely reported in the press a couple of weeks ago KFC had a major supply issue whereby many of their stores had to close due to a lack of chicken. Although the media storm around this has died down this continues to be an issue for the fast food chain.
Getfeedback’s approach to leadership and management development in schools is based on extensive research. It has been designed to help individuals understand their leadership strengths and provide a view of these strengths within the team and context in which they operate.
Pressure effects everyone regardless of who they are and what job they do. But what happens to people when the pressure is on? How does people’s behaviour change and most importantly, how can we predict it?
Effective recruitment of high performing leaders is fundamental to a school’s success. Finding people with the necessary skills, experience, qualifications and with a strong values match attributes will enable the school to deliver quality results.
Today’s organisations are becoming increasingly technology dependent and technology led. So how are leaders changing mindset, behaviour and workplace employment practices in order to be successful in the future?
One of the hot topics of conversations for HR and recruitment professionals over the last year was surrounding the apprenticeship levy, the uncertainty and its effect on UK businesses.
Since we formed in 2000 we have had the privilege of delivering a lot of exciting and interesting work. In reviewing our achievements this year, I also took the time to reflect on the work completed since we started all that time ago.
In recent years there have been a lot of articles and studies regarding self-awareness. Much research claims that helping employees become more self-aware contributes to improving their productivity, performance and satisfaction not just in the work place but in all aspects of their life.
What skills will our leaders of the future need to deliver success? Will they be different to those leadership values and behaviours that we recognise as best practise today?
It was my first experience as a delegate at the Association for Business Psychology conference this year in Brentford Lock 12th & 13th of October. Two days of exploring advancements and insights into the latest research and technology within business psychology all framed with a focus on the exploration of the psychology of the dark side.
Having feedback built into your company’s culture has proven to increase employee engagement which in turn increases productivity, morale and success.
For ability, personality and motivation online psychometrics can undoubtedly help shed light on areas of strength and preference but where should you start with regards to behavioural development?
How do you choose the right psychometric test for your people project?
It’s been a year since it was confirmed the UK would be leaving the European Union and now we find ourselves thinking about the impact the decision is having on the UK’s skills gap and our current recruitment difficulties.
A pioneering approach- Many organisations are aware of WHAT they want their employees to start doing as business partners and the business benefits are clear. Our research says that leaders need help and a specific approach to successfully develop the HOW of business partnering.
What makes a great place to work? This is a question often asked of us when we deliver engagement surveys for clients and there’s never a simple one solution answer that works for everybody so here are Getfeedback’s 3 top tips for creating a great place to work
Discover that THE biggest factors in a projects success are communication and honesty-Improving performance by honestly engaging individuals
Any longstanding business will tell you the most effective way of saving money and energy is through attracting and retaining the right talent for your business- so, what’s changed with age and what you need to be doing to keep up?