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“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


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

mums mums

Mums, the overlooked skills resource

The transition to parenthood brings huge upheaval and the survey of over 2,300 mums shows how many are considering leaving their jobs or sector as a result of becoming parents. The biggest reason by far given for considering starting a business or franchise is the need for greater flexibility - 36 percent said this.

Article by: | Published: 14 December 2017

labour labour

School test at age 11 puts glass ceiling over children’s progress

Nearly three quarters (70 percent) of Year 7 teachers use the test results to inform level of support given to both the neediest and most adept of pupils yet only 8 percent believe CATs are very accurate at predicting eventual GCSE performance; 68 percent of teachers feel demoralised and unmotivated in their job from not being able to help most students outperform their CATs predicted grades.

Article by: Charles Wiles | Published: 12 December 2017

development development

Making HR more interesting

Can you trust your colleagues let alone partner organisations or those you are contracting with? Why don't people stick to agreements, why do they put short term benefit before greater long term gain? Why do they act in a way that is not in their best interest or that of the organisation.

Article by: Blair Mcpherson | Published: 27 November 2017