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Robert Bolton, Partner and Head of the Global People & Change Centre of Excellence for KPMG, argues that the pandemic has altered work to such an extent that businesses need to experiment with their HR practices to truly allow their employees to flourish.
Category: In our humble opinion
Three steps to lead your workforce with empathy
Liz Fealy argues that the three characteristics of empathy, resilient flexibility and authenticity are crucial for how leaders should look to operate in the new working world.
Transitioning from Organisational ‘Silos’ to Super Teams
Our opinion this month comes from Shivani Maitra, Partner and Private Sector Leader for Human Capital at Deloitte UK. She argues the impact of siloed structures on organisations is threefold, and in order to overcome these issues businesses must start by shifting their focus away from output to outcomes.
“The challenge lies in the ability to measure a client’s experience with a business across many different touchpoints.”
Ryan Higginson argues existing solutions, while useful, struggle to bring together the many touchpoints found in B2B, and therein lies the key challenge for businesses when collecting feedback.
Future-proof your performance management systems: From Individual Ratings to Team outcomes
Despite organizations recognizing the importance of teams in their businesses, their performance management systems do not reflect their importance, much to the detriment of overall performance.
Sizing Them Up: Sales Performance, Behaviors, Assessments
Frank Cespedes, Senior Lecturer at Harvard Business School, argues that while using behavioral assessments can be beneficial, there are three key things that must be considered.
We must not measure for measuring’s sake
Sandy Gould examines the dangers of conducting too much performance measurement now that we are moving into a hybrid working environment where technology is likely to be more widely used.
The Soft Skills CV
Paul Vance outlines how crucial soft skills are to a candidate’s CV, and what the benefits of emphasising them are.
We are all ambiverts now
Adaptive management styles can suit the different behavioural traits of team members, but they are not without their costs.
What next for the broken appraisal system?
The broken traditional appraisal system, the merits of peer-to-peer and real-time feedback and future opportunities for companies to embrace team-to-team performance evaluations.
