Developing your 'forgotten' people

By Camilla Jonsson

How do organisations develop their huge, often diverse, population of middle to senior managers? Remembering these 'forgotten people' can be the tipping-point to take an organisation on to greater success.

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Managing Talent: Building a talent pipeline

By David Deegan

There is a plethora of discussion around how retaining talent and generating staff loyalty is best achieved when there is alignment between the values of an individual and the values of an organisation.

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Managing Talent: Answers to two frequently asked questions

By David Deegan

Following on from the recent blog on Managing Talent: How to encourage your workforce to manage their career here are the two questions I am most frequently asked.

Employees ask me “How do I turn down the offer of a ‘perfect opportunity’ without damaging my career?”

Managers ask me “But what if by encouraging them to do all this thinking about their career, they realise they want to leave?”

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Playing games at work? Why business simulations can help you to run your business without wasting money or resources

By Karen Valverde

What can help you to run a business without wasting money or resources?

Thirty two years ago in 1985, an article appeared in the Financial Times crowning the latest winners of the UK’s National Management Championship, a simulation competition that challenged teams from businesses across the country to make the biggest profit with a fictional enterprise. At the time, the government secretary presenting the prizes said “’in survey after survey, British managers at almost all levels have been...

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Managing Talent: How to encourage your workforce to manage their career

By David Deegan

“So where do you see yourself in 5 years time?”

This is a question that all of us have probably been asked at some point in our career. Some of us will have asked that question of others.

So why do leaders and managers ask that question during review conversations? From my experience, working with leaders who are trying to grow and manage their talent pipeline, it is often used as a means to ascertain aspirations, interests and satisfaction. Yet it isn’t actually a very helpful question.

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How successful people deal with workplace stress

By Dr Paul Hughes

Economic uncertainty caused by politicians wrestling with the largest peacetime intergovernmental restructure since the Second World War (Brexit, in case you haven’t guessed), a rapidly changing work environment and demographic shifts unseen at any time in history, means that the business world can seem a frightening and hostile place.

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Overcoming the challenges of flexible working

By Professor Clare Kelliher

Driven by both legislation and evolving employer attitudes, flexible working has come a long way over the past decade. Not only do employees now have rights to request flexible working, but employers have also become increasingly aware of the business benefits conferred by an openness to flexible working.

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Developing your workforce through master’s level apprenticeships

By Professor Lynette Ryals

 

Apprenticeships are mostly recognised as another entry route to higher skills, raising the status of vocational education and work-based learning. But the real impact of the apprenticeships levy for the UK will come from the recruitment of middle and senior managers as ‘apprentices’ at Master’s degree level (the top level 7 in the apprenticeship scale).

 

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Building resilience from within

By Dr Ido van der Heijden

Resilience is a highly desirable quality in a manager. Life, as we know, is full of surprises, and nowhere is this truer than in the world of business. And, by definition, those in a position of leadership need more resilience than most, because they are the individuals ultimately responsible for directing the organisation’s response to the unexpected.

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Mindfulness and Space at Work – How to make it happen

By Dr Jutta Tobias

Mindfulness is everywhere these days. At least, many more people talk about it than when I started researching and teaching mindfulness five years ago. But how can you really make it happen at work

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