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This month, Patrick Hynes, the global leader for Spencer Stuart’s leadership advisory services and Deborah Warburton, who leads Spencer Stuart’s human resources practice, discuss the growth in prominence of Chief People Officers… How can a high-profile Chief People Officer or similar role improve upon how HR matters were managed within organisations previously? Patrick: Well, I… Continue reading ‘Bringing in a higher powered, more strategic Chief People Officer is one of the most transforming things a CEO could do’
Category: Interview
‘The people who are the ultimate arbiters of a team’s results are those who are utilising that product or service’
This month, Jim Link, chief human resources officer for the Society for Human Resources Management, discusses which tools – digital and offline – to utilise in assessing senior leadership teams… If you were asked whether a team was high-performing or not, how would you know? There are several ways you would identify that. At SHRM, we use a… Continue reading ‘The people who are the ultimate arbiters of a team’s results are those who are utilising that product or service’
‘Enhancing team-to-team cooperation is a first step to becoming a more agile, flexible, and responsive organisation’
This month, Kate Sweeney, who leads Deloitte’s Future of Work initiative in the UK, discusses how the best businesses build collaboration into their work practices and how that culture is led from the top… How vital is it for organisations to encourage team-to-team cooperation? Team-to-team cooperation and collaboration is critical to enable organisations to achieve… Continue reading ‘Enhancing team-to-team cooperation is a first step to becoming a more agile, flexible, and responsive organisation’
‘Employees are now top of the stakeholder wheel’
Ann Francke, chief executive of the Chartered Management Institute, spoke to The Loop this month about how Musk’s takeover went up against modern workforce trends and lost. The CMI has recently released a report, The Everyone Economy, which found business resilience now depends on utilising all the talent and perspectives of your workforce. Is Musk’s… Continue reading ‘Employees are now top of the stakeholder wheel’
It’s all about creating the environment in which players can go on the pitch and run the game
Dr Bill Gerrard, Professor of Business Management at Leeds University Business School explains how player development is as much about encouraging autonomy as it is teamwork. Do you agree with Jamal Musiala’s assessment of the different player development approaches taken by European and English national sides? I took his comments to be focused more on his… Continue reading It’s all about creating the environment in which players can go on the pitch and run the game
The global pandemic has fundamentally changed the way we work and it will not be reversed
This month, Rachael Brassey, Global Lead on People and Change at PA Consulting argues a return to full in-person working could be detrimental to companies. In your opinion, are hybrid work arrangements working? Hybrid working models can work – but only those which maximise personalisation, empathy and inclusion. Fully understanding the different segments and personas within… Continue reading The global pandemic has fundamentally changed the way we work and it will not be reversed
Few organisations orchestrate it to the best of their ability
Tim Clayton-Ball argues that as well as current ability, future potential and development are crucial in ensuring that organisations find the right leaders.
The shifts in worker preferences… are permanent
Bhushan Sethi believes the pandemic brought issues around diversity and wellbeing to the fore and made workers reassess what they want from their jobs
“The flexibility genie is out of the bottle and isn’t going back in.”
Kate Lister, President of Global Workforce Analytics, believes that companies must recognise, if they haven’t already, that flexibility is now the name of the game, and results-based management must be the goal.
Google learned the hard way why hierarchical structure is important
Saerom (Ronnie) Lee, Assistant Professor of Management at the Wharton School, University of Pennsylvania, argues countless examples of flat structures failing highlight the need for hierarchical structures in business.
