Posts Tagged ‘
Talent Management ’
Friday, April 23rd, 2010
As coaches, our coaching is not supposed to be about us. But often, what we call coaching is really advice or counseling. All three conversations have a use and a place, but it is important to know what you are doing and what your intent is. Why? For coaching to be effective, the performer needs to own the conversation and subsequent actions.
Please, managers, do not start a conversation with, “Bob, can I give you some advice?” Bob will probably be polite, but he is surely thinking that he wants your advice about as much as a root canal with no numbing shot. Honestly, unless we are highly fascinating thought leaders (and even then), most people don’t want to hear our advice. They want help.
Monday, March 29th, 2010
Singapore and Hong Kong based award-winning PsyAsia International offers 360 Performance Appraisal via the Saville Consulting Performance Culture Framework. The company has recently set-up a new site dedicated to easy understanding of the 360 appraisal process. It’s easy to set up and the cost is very reasonable. Optional services such as feedback from a psychologist consultant or team building and development services can be added to the package. The online performance appraisal system can be used by any organisation worldwide.
The Saville Consulting Wave is based upon a validation-centric scientific framework known as the Performance and Culture Framework. As part of this framework, Saville Consulting offers the Wave Performance 360 (multi-rater) online assessment of performance at work. Wave Performance 360 online assessment enables a range of relevant individuals to rate a colleague’s performance at work. How an individual perceives themselves and how this compares to other people’s perceptions of them is a powerful feedback tool. 360 assessment enhances self-awareness and provides a great platform for personal development.
Wave 360 provides a unique report where the dual reporting lets the individual being assessed understand on one profile exactly how they were rated and how this benchmarks externally.
The report combines quantitative rating scales with qualitative comment. All raters have the option of contributing narrative text on areas they think the individual does well, could do less of and could improve on. As a further option, Saville Consulting provides a very detailed development report for the individual based on all ratings.
This powerful 360 appraisal can be used on it’s own or in conjunction with Saville Consulting Wave® Styles. When used in combination it can help individuals understand the gaps between their performance and potential as a platform for utilising unused potential and realising critical areas of potential.
Further details at the special site: http://360-appraisal.com
Friday, March 26th, 2010
Today’s elite athletes are performing at levels few can hope to achieve, yet with each race, each competition, they consistently demonstrate the capacity to push themselves and reach heights once thought unobtainable. In the business world, it should be the goal of every leader to emulate world-class athletes. This is a reachable objective and we see examples of exceptional adaptability and agility as chief among common traits shared by leaders of high performing organizations.
Outstanding leaders have traditionally been associated with coaches rather than athletes. They guide, teach, motivate and inspire. But they are not usually thought of as demonstrating the dynamic, heroic effort of sports figures in the course of leading companies. But that’s changing quickly.
Monday, March 22nd, 2010
Kevin Daniels and Jan De Jonge recently explored the notion of `match’ in occupation settings. In the context of job design, this is congruence or correspondence between two or more job characteristics (e.g. cognitive demands and cognitive control). This congruence is thought to benefit health, well-being, and performance. The origins of the match concept lie in buffering models of work stress, where resources such as workplace social support and job control are thought to attenuate deleterious effects of adverse job characteristics like excessive job demands. In their paper, they outline the historical developments in work stress research that has led to notions of match, contrast match with the related concept of person-environment fit, explore current conceptualizations and operationalizations of match, and outline how the concept of match can be developed.
To view the article, click here
Monday, March 15th, 2010
In an environment of rapid technological advances, economic turmoil and changing consumer behaviors, most companies recognize that to be successful, they have to be adaptable. And yet, fewer than half of companies say they are good at making changes, according to a new research report on leadership agility by the Institute for Corporate Productivity (i4cp).
The Organizational and Leadership Agility Survey asks business professionals to report on the stability of their business environment, the ability of their leaders to adapt to environmental changes and the extent to which executive leadership culture has a negative influence on organizational agility.
Over 75% of respondents reported that their business environment is changing or rapidly changing, which is no great surprise. However, only 44% of companies reported being adept at identifying and making needed incremental changes to a high or very high extent, while a scant 40% said their organizations are adept at recognizing and responding to strategic challenges in a timely manner. And less than a third (32%) said their organizations were proactive in anticipating and initiating the changes needed for sustained high performance beyond their immediate strategic challenges.
Thursday, March 11th, 2010
PsyAsia International is pleased to once again be supporting Singapore’s Human Resource professionals as a sponsor of the Singapore Human Resources Institute’s Annual Human Resource Congress.
The Singapore HR Congress and Business-Connect Exposition 2010 will address the newly derived term of HR TransmutationTM and explore the topic in deeper context. The current economic churning has made it explicitly clear that industry is not just facing another downturn but it is accompanied by impactful structural, demographic and mindset changes across industry and top management cannot afford to respond with anything less than a complete overhaul of the system to survive and sustain. Renowned speakers and leaders from the HR fraternity will share their experiences and provide useful insights on the know-how of managing paradoxes in a turbulent world.
PsyAsia’s clients are entitled to a 35% discount on the price of conference tickets. Please contact us in the first instance to avail of this special offer.
“A strong and capable HR community can be the catalyst and change agents to initiate and implement people development efforts in organisations, and help build stronger capabilities amongst our business leaders and managers.”
PM Lee Hsien Loong
11th World HR Congress 2006 organised by SHRI
PsyAsia International is Asia’s leading independent distributor of Psychometric Tests of Personality and Aptitude. From offices across Asia, including Singapore and Hong Kong, our psychologists assist the world’s top organisations and local governments to recruit, select, assess and retain the best employees. Our services are only offered by fully registered organisational psychologists with years of experience in their field. PsyAsia also offers world-class training in Psychometric Testing in Singapore, Malaysia, Hong Kong and Online.
Monday, March 8th, 2010
The American Management Association (AMA), in conjunction with the Institute for Corporate Productivity (i4cp), is conducting a study to examine leadership initiatives that organizations have taken to coordinate actions across global locations. We’re looking for your input on the topic. In return, you’ll receive the preliminary results report once available. Please take this survey now.
Estimated survey length: 5 minutes
You’ll receive: Preliminary results report
Survey closes: Wednesday, March 17
Receive a complimentary results report
In exchange for completing the survey, you’ll receive a copy of these valuable results, which otherwise are exclusive to i4cp members. Thank you for your participation.
Saturday, January 30th, 2010
Technology has made it so that I can email you much more easily than I can call you. We can communicate virtually just as well as we can connect face-to-face. With the recession cut-backs, many companies have taken advantage of that. Workers have been treated as disposable. Cost-containment is important. It’s the most important part, in fact, if your business is struggling financially. But what is creating disposable workers doing to your company?
Temps, freelancers, contractors, and interim executives are easy to get rid of. What kind of culture is having temporary workers creating? First, the bright side…
You get better talent.
The more ’stable’ jobs are the ones that are sought after by high potentials seeking the executive track. Since there are fewer of these positions available, competition is increased, and you can be more selective. Yet, the temps, the contractors and consultants feel the competition as well, because you are their ‘client.’ You can hire experts when experts are needed and generalists where generalists are needed. Consequentially, the bar is increased and you have your pick.