At an economic level, productivity is a major issue for the UK Government. Workers are no more productive now than they were on the eve of the financial crisis and there is a productivity gap of 16% when comparing the UK to the other six members of the G7 group of industrial nations.
Productivity at an individual employee level is no less important. UK businesses that improve the productivity of their staff are likely to have greater profitability as well as happier and more fulfilled, engaged staff.
Article by 19 March 2018
When it comes to employee wellbeing variety really is the spice of life! Many organisations miss the mark and don’t maximise engagement by simply limiting their range of services. Usually due to a lack of budget and imagination. Some of the most inclusive and engaging programmes cost the least, it just takes a little forethought. One of my biggest frustrations in Employee Wellbeing is when organisations claim they don’t do anything because they don’t have a budget. Obviously it’s always useful to have some funds available but even without a budget you can still implement a great culture and boost engagement.
Article by 13 March 2018
There's data HR want to share with the board - recruitment, the impact of talent management, of performance pay - and there's data they prefer to slip under the carpet.
Article by 12 March 2018
I’ve always loved Darwin’s quote as I believe it is so true for organisations as a whole. The one’s that thrive are most adaptable, and actually in the world we live in today it is not just about being responsive to change… it’s about being the change. Organisations that challenge the status quo, that continue evolving; innovating are the ones that are thriving at the moment.
The deeper you look into change, the more you notice that all change comes back to a core aspect: the culture of an organisation. This tends to change or mould for things to happen, even if it is sometimes just a tweak.
Article by 8 March 2018
Accepting an expat position can have huge benefits for an employee and their family. The breadth of experience it brings is difficult to rival but there is another side too. The pressure of taking on a new job with the added upheaval of an international move can be really demanding for the employee and stressful for their family too. A spouse may have to significantly change or give up their own job, and children will need to adjust to a new school and find new friends.
Article by 5 March 2018
Storytelling is a great way to engage people and can help change behaviour in ways that dry, rational messages just can’t.
Whilst imaginative storytelling with our children is the most natural thing in the world, this notion often gets lost in the corporate environment.
Article by 1 March 2018
Business partnerships have become an essential element of the strategic initiatives undertaken by progressive organizations for ensuring their competitiveness and relevance in a world that does not pay heed to tradition, shuns conventional thinking, seeks seamless gratification, pledges loyalty to technological innovation and punishes complacency with extinction.
Article by 1 March 2018
I want to talk about the greater aspect of Employee Engagement. The sad truth is that the statistics around this have not changed much since the Engage for Success research started. 1 out of 3 UK employees are disengaged. What I tell my clients, is if your engagement scores aren’t going up, staying still is still not a good thing.
Article by 15 February 2018
Business information permeates in every functional aspect of an organization. It is the primary driver of decision making and enables vibrant actions that are the harbingers of progressive/regressive corporate strides. Organizations have a penchant for hastening the process of their blossoming/fading based upon their ability/inability to strengthen the foundational elements of managing information that can be encapsulated in the 5Ps, i.e., Produce, Polish, Propagate, Process and Preserve.
Article by 14 February 2018
To make values live, breathe and stick, they need to be practised and visible in everything we say and do – formal and informal. They need to be meaningful and embedded into everyday behaviours.
Mapping desired behaviours to your vision, purpose and values is fundamental to improving performance – it gives everything meaning. But how do you approach this? A good starting point is to identify what ‘good looks like’ and using this as a basis to develop a behaviours framework that works across all levels of the organisation and makes sense to everyone.
Article by 7 February 2018