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Features: Career Development

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How do you solve a problem like career?
Print – Issue 168 | Article of the Week

Talent pools, fast track graduate schemes and high-performance development programmes, businesses will try anything to convince talented employees that their aspirations are part of "the big picture". But what motivates people and understanding career aspiration has never been more complex.

Article by: Clare Barnett | Published: 10 October 2018

career career

How to make career changes easier than ever

The average UK employee is said to spend 1/3 of their working life dissatisfied; due in part to heavy workloads and unproductive team members failing to pull their weight. However, despite this lack of vocational fulfillment, 77% of unsatisfied employees are reluctant to leave a job they dislike because they feel they lack the required skills to pursue a different career.

Article by: Bruce Rayner | Published: 22 September 2018

career career

Three Career Killers to Circumvent

With one U.S. Jobs Study revealing that “tectonic changes are reshaping U.S. workplaces as the economy moves deeper into the knowledge-focused age” amid the stark reality that lifelong skills development and training have evolved into mandatory, mission-critical facets of one’s sustained career success.

Article by: Merilee Kern | Published: 28 August 2018

forward forward

“I will go anywhere, provided it be forward”*
Print – Issue 164 | Article of the Week

While the business may be perfect for today, it could be utterly unprepared for the future. Not surprising as most investment into organisational development focuses on protecting and growing today’s value creation priorities. If organisations continue with this strategy, their plans have tomorrow’s failure written in.

Article by: Chris Nichols and Philippa Hardman | Published: 13 June 2018

Eye candour
Print – Issue 162 | Article of the Week

I was talking with an MD, a month into the job, contemplating his inaugural ‘talk to the troops’: “I’m going to set out a new strategy - it’ll be visionary!” I burst his bubble: “What they want to know is, ‘who is this guy? What does he stand for… do I trust him'? Answer those questions first, "the vision" can wait.

Article by: Jennifer Holloway | Published: 25 April 2018

AI AI

British employers have their eyes firmly on the future

British employers are looking to future, and increasingly creating new job titles, roles and departments to equip their organisations for the changing demands of customers and the increasing role of technology in society, showed latest research from jobs search engine Adzuna.

Article by: Doug Monro | Published: 13 April 2018

How to reduce employee turnover rates amongst millennials

Millennials are predicted to have exhausted four different jobs by the time they are 31. This characteristic is crucial for business owners, especially when they consider the fact that millennials are expected to comprise up to 75 percent of the workforce in just seven short years from now.

Article by: Victoria Willis | Published: 10 April 2018

intelligent intelligent

Is it always appropriate to promote your ‘best’ employee into a people management role?

Organisations often promote people into management positions based on their outstanding performance in their area of expertise. However, as Caroline Taylor from The Oxford Group explains, your ‘best’ employee may not be the right person to manage your people. The key to this issue is defining what we mean by ‘best’. People frequently take it to mean the best on a technical level.

Article by: Caroline Taylor | Published: 9 April 2018

useful useful

Just what does it takes for a woman to become CEO?

Don’t wait to be asked, don’t count on others, play the long game, actively ‘own’ your career and develop a unique leadership style: these are the principal recommendations to aspiring women leaders that come out of a study of female CEOs by academics from Saïd Business School, University of Oxford.

Article by: Andromachi Athanasopoulou | Published: 8 February 2018

permanent permanent

Just what is Machiavellian Intelligence?

It is generally accepted that good leaders need a high degree of Emotional Intelligence (EI). We can be as talented and hard-working as we like, but we are unlikely to be successful leaders if our decisions and behaviours are not guided by a high degree of emotional intelligence.

Article by: Mark Powell and Jonathan Gifford | Published: 6 February 2018