Currently researching examples of corporate "raise your hand" facilities that allow staff to express their interest in new and developing roles aligned to forward business plans - even where a vacancy has not been formally defined. Do any AMED Members have practical experience of such initiatives?
Added by John Evans on August 27, 2016 at 16:36 —
“Big data” discussions, particularly in HR and OD circles, sometimes appear to overlook the fact that assessment and development centres were early, and successful, attempts to bring together data from a range of sources for organisational and/or individual planning purposes. Today, downward cost pressures may lead to organisations questioning whether they can afford such physical “centres” (though the evidence of value, admittedly from test publishers, has largely been… Continue
Added by John Evans on February 12, 2016 at 6:03 —
In the margins of many academic conferences poster presentations are well established means of communication. There are well established conventions, templates and guidelines. I am not aware, however, of poster presentations being used in leadership development programmes and I wonder if other AMED members have experience of this application of what can be, after all, a highly effective, completely original and very flexible form of communication.
Added by John Evans on September 15, 2012 at 1:14 —
In career and talent management practice the high potential employee who is a business critical, individual contributor represents one of the most valuable resources an organisation has. They are a sizeable investment and managing their careers can be challenging task - especially for the manager whose personal career plan looks very different. Getting the best out of them can be a critical factor in an organisation's shared success and is an important part of many manager’s roles. These… Continue
Added by John Evans on July 7, 2009 at 5:51 —
More and more managers are today having to manage redundancy programmes. One of the most difficult communication challenges they face takes place on the very day employees leave. Perhaps this is because the formal announcements can be scripted and prepared for, perhaps it is because "leaving day" combines informality, challenge, emotion and real, physical change in a very poignant way. (It is difficult not to be impacted by the sight of valued colleagues literally "packing up their bags" and… Continue
Added by John Evans on July 7, 2009 at 2:57 —
When Mentors have agreed to providing participants in a development programme with the results of their 360 degree feedback their role "takes on new clothing".
The Mentor role is extremely important to the 360 degree process, and needs to be carried out well to ensure that the participant gets the maximum out of the feedback. Effective facilitation of the feedback session will enable individuals to get the most out of this development opportunity. Ineffective facilitation is likely… Continue
Added by John Evans on July 6, 2009 at 10:00 —
With President Obama's first 100 days fresh in the mind, I have been reflecting on "executive on-boarding programmes". Do they really make a difference and enable senior executives - new to the complexities of our corporate environment - to be effective as soon as possible? Have we got the balance of activities right? Is an accent on building a network really helping? Could we, perhaps, boil the whole thing down to five simple questions that incoming business leaders should ask their… Continue
Added by John Evans on May 11, 2009 at 11:09 —