If everyone would strive, achievements would drive outcomes. If managers could get everyone striving for growth, their organisations would grow. Achievement and growth are key to sustainable business so it’s in everyone’s interest to strive. Here's how to achieve it.
There's been a flurry of high profile cases with celebrities and MPs being accused of sexual harassment. In the workplace, the employer should deal with allegations of harassment. For harassment to be deemed to have taken place the alleged behaviour must have had either purpose or effect. Suspension is normal in any case where investigation would be hampered. The investigator then develops a report, setting out all the evidence. A decision is made based on ‘reasonable belief’. Here's more on the process.
People believe that they must move up to progress. But in an SME, that’s rarely possible. Modern SMEs have flat structures and opportunities to move ‘up’ are few. So it’s often assumed that ambitious staff in SMEs have to leave to advance. To give careers in SMEs management and staff must e re-defined 'progress' on a personal level. It’s the taking on of greater responsibility, making greater contribution to the business and gaining greater personal achievement. Here's how progress becomes career.
Performance appraisals have come in for some serious criticism recently. And yet the books and articles written which criticise simply advocate performance appraisal by another name – or rather a collection of names. Here's an analysis of the issues.
The firm had been offering modelling of telecommunications systems. It had the necessary software tools. and a well-trained, experienced workforce. But the market was changing. New questions needed huge additional skills – skills in building massively more complex methods. Here's how those skills were achieved.
There’s a very basic problem in SMEs concerning staff succession and promotion. It’s that there’s apparently nowhere to go – everyone is in a job and no one is about to move over to allow ‘promotion’ of those below. It’s ‘dead man’s shoes’. But it doesn't have to be so. Here's why not.
This article explores effective staff development showcasing a simple but effective competency framework model that can be used by any firm of any size and complexity to explore their competence gap. To understand competence gap you need to know what competencies you have now, what you need for the future, and how you are going to develop your people to bridge the gap.