Are you a natural leader, one your team happily follow to success, or is your position maintained by constant reminders that you’re in charge? A bossy boss – one who demands they are treated with authority – is never in a position of strength. The sole focus of a bossy boss is ‘I’ – the [...]
Those blunt words were how the CIPD announced the findings of its HR Outlook: Winter 2016-17 survey. While organisations voted performance management and people management as the two most important behaviours and skills for organisations over the next three years, senior leaders’ current performance in these areas were considered ineffective by 53% of respondents for the former, and 44% for the latter. Dr Jill Miller, CIPD Research Adviser, was similarly plain spoken, drawing a series of pretty unavoidable conclusions and arguing that organisations need to: make ‘targeted investment in their leadership’s people management capability’ review ‘outdated career development models’ to create pathways for progression for those with a technical bias that does not oblige them to take on people management responsibilities provide formal training and greater support for line managers, who are increasingly being expected to take on people management responsibilities that were previously handled by HR functions. We can only agree with another of her comments: a business really is its people. The senior leadership may call the tune, but the workforce are the band that actually play it. They are the people that deliver its vision, mission and strategy, that live its customer relationships and provide the productivity that generates success. Yet the detailed results in the Winter 2016-17 survey (which you can download as PDF) don’t provide a great deal of comfort: The only current organisational priority reported by a majority of respondents was Cost Management 70% of HR staff believe their team’s activities are at best ‘somewhat aligned’ with organisational priorities Senior leaders are rated least effective in relation to conflict management, inspiring trust, communicating strategy, performance management, engagement/motivation and empowering others 17% of line managers get neither formal training nor ‘tailored support’: only 25% currently receive both. Where analytics are used within the business, line managers are less likely to have access to HR dashboards and reports than Finance managers. We have always argued the importance of the ‘people’ aspect of business – whether it is referred to as ‘soft skills’, ‘people management capability’ or any other phrase. If leadership is largely meaningless without the capacity to engage and inspire others, that management is similarly lacking in impact without a focus on communication, understanding and an ability to motivate. A manager’s team is not yet another task to tackle, but the means to accomplish aims and objectives. […]
When we ask what people desire in their careers there can be a long list of things they name – but one word that crops up time and time again is flexibility. But when that can be interpreted so many different ways – and by so many different people who influence your career – what is it about flexibility that matters, and what are the pros and cons? […]
[This post is a synopsis of a longer article, published in Strategic HR Review, Volume 15, Issue 4, and available for purchase and download online] The challenges of today’s world make leadership approaches rooted in fixed, rigid positions not just counterproductive, but likely to lead to organisational failure: leadership must now be more adaptive and [...]
The point that ‘Millennials are different’ is one that has been made many times before - and questioned on occasions too. Since 24 June and the results of the EU Referendum, however, there is a new point to be made about this age group. Millennials are angry. This doesn’t, perhaps, make them so unique. Along [...]
Faced with the uncertainty the EU Referendum result was bound to bring, markets and currency continue to test the public’s faith in better days to come. With more questions being raised than answers given or believed, companies across both the UK and Europe unsurprisingly have hit the pause button on investment and operational decisions. [...]
I can see quite clearly how employees’ opinion – especially where it's expressed confidentially to a third party – of the quality of management they receive could differ from the managers’ opinions, but the figures above suggest that the two groups have sharply different opinions about how often they meet and for how long. The survey goes on to show that they are no greater agreement about the topics they discuss when they do meet. So how come 33% of employees don’t notice the weekly meetings they have with their manager, and even the ones who do think these meetings take place seem to think they are considerably shorter than their managers are reporting?