The UK is facing a skills shortage, with almost a quarter of all vacancies considered skills-shortage vacancies, according to a recent Government Employer Skills Survey.[1] Meanwhile, the prospect of a no-deal Brexit means a shrinking talent pool might shrink further in the near future.
Article by 17 October 2019
In my work with managers of international teams comprised of multiple nationalities and backgrounds, the questions that come up most frequently are those that are about the difference between ‘country’ culture and ‘organisational’ culture, and how to create a ‘global culture’.
Article by 16 September 2019
I have been working on what is now my third Office Move project within my working life. These have all had one very interesting thing in common, designing the workspace in a way that changes behaviour across the organisation promoting new ways of working.
Article by 27 August 2019
Stuart Lancaster, the previous England Rugby Manager, had a philosophy that “culture proceeds performance”. It was a slogan that was ... View Article
Article by 22 August 2019
We’ve all heard of the benefits of a diverse workforce – research shows that companies with a good balance of ... View Article
Article by 13 August 2019
Contrasting skills, personalities and attitudes are vital for the essential mix that healthy organisations need. Thinking about the requirements of the roles within your team or organisation in somewhat simple terms can help you arrange and marshal your resources in the numbers needed, where needed – just as a general organises their forces for the campaign ahead.
Article by 8 August 2019
We’ve all heard of the benefits of a diverse workforce – research shows that companies with a good balance of men and women are 15% more likely to outperform their competitors, and those with a good mix of ethnic background are 35% more likely to as well.
Article by 31 July 2019
When we encounter whistleblowing, bullying and harassment, we are confronted by the need to discuss the thorny issue of the “truth” and our perception of it. The investigation of and search for an objective truth is often driven by a need to establish right and wrong. This is followed, in some form or other, by the identification of a perpetrator and a victim, of a “crime” and punishment. This can cause us to be very cautious with our words and the truths we affiliate ourselves with. It can also cause us to oversimplify the issues, avoid the grey areas and curtail discussions that are difficult. This leads to a breakdown of trust and, with that, an unwillingness to be truthful for fear of unfair incrimination.
Article by 17 July 2019
In recent years, many offices have transformed from drab, old-fashioned, cubicle-style layouts to modern, open-plan hubs which foster collaboration. In fact, according to Deloitte, office refurbishments outnumber new builds by more than two to one.
Article by 4 June 2019
We have known for some time diverse boards are better performing. One recent study found that diverse companies produce 19% more revenue. Diversity of thought leads to innovation and competitive advantage - that translates to the bottom line. We have also seen the rise in governance and regulatory requirements (e.g gender pay gap reporting) contributing to diversity and inclusion being a topic high on board agendas. All good news, awareness is rising!
Article by 23 May 2019