On the one end are those people, generally younger in age, who stay with employers for as much as they can get within the short term (whether this is knowledge or remuneration). Then, at the other end, we find less confident (or maybe even less skilled) people who “hang in there”, because they are not sure if they will “make it” in the outside world.
Strategic intent, succession planning, talent management and institutional memory are undermined if a proactive approach is not taken to this pandemic.
Over 90% of people with HIV&Aids are in the most productive period of their lives – be they workers, managers or employers. Whilst many would argue that business has a moral responsibility to help tackle the worst health crisis the world has seen in 700 years, there is also the matter of the bottom line.
So much is written on leadership and how organisations need to challenge their leaders on ways of approaching issues, whether from a personal developmental perspective or, from a corporate vision point of view.
How does one begin to sort through the massive amounts of leadership information which pass our desks and electronic devices daily?
All these need to bind together to ensure that everyone in the organisation is readied, and inspired, to execute and deliver a company’s strategic intentions. Redesign sounds good in the new strategy presentation, but the road is long and in large companies, the transformation can take years if the correct initiatives aren’t applied with priority and determination.
It’s a great idea to see what kind of personality/interests etc. employees have and make no mistake, they are useful to help understand people and why they behave in a certain way. The key is to match the assessment to the context in which the employee needs to operate, ensure the competencies and personality profile that will add value to the team and ultimately allow the individual to achieve their potential.
The well-known saying voiced by Lynn Yates (and modified by Grant Bright) is shown in the image to this post.
You and I, either as owners or managers, form part of the assets of companies. How do we create an environment that is challenging, enabling and productive all at the same time?
Service delivery and productivity are high on the agenda of both public and private sectors alike, given looming provincial elections and a lacklustre economy.
I thought I would have a look at what it takes to manage human resources efficiently from the perspective of a skills audit.
Conducting a best practice skills audit was the topic of my last post. One of the next steps is to make sure that this exercise yields annual returns. As a lot of effort, time and money go into conducting a skills audit, sustainability is key, ensuring that it can be repeated annually with minimum effort.
Implementing a progressive system, preferably electronic, that is conducted on a strong database is recommended to ensure that the process is effective with long term suitability.
It can be as simple as not being able to select your favourite brand of a grocery item on the supermarket shelf! So now what? You either have to change your brand this time around, or you don’t get it now and have to come back another day, or you go elsewhere. Whatever you decide, you have just experienced having change thrust upon you, calling for a revision of your mind set.
