Most managers make decisions using a mix of gut feel and repetition from experience, based on evidence from hearsay. The result is that managers’ decisions are open to the effects of bias. The problem with bias and the countering of biases is that there are simply too many identifiable biases to remember. Ultimately it's better to learn how to make objective decisions in the first place.
Commentators suggest that leading remote teams during lockdown is new. It's not - it’s just that a whole new cohort of managers is being challenged to perform in this new environment. We argue that managers must engineer opportunities for exchange, ensure that organisational goals are widely understood and support the hell out of their people. Here's how.
Interviews are two-way affairs. Many managers forget this and assume that the interviewee is super-keen to have the job – and as a result the manager can do anything and say anything to the interviewee without negative effect on their organisation. You and your management team who might conduct interviews are on measure too. Make the effort and bolster your organisation's reputation.
When asking questions at interview, the manager is looking for evidence that the interviewee is going to excel in the job. Simply, if your questions don’t provide evidence, don’t ask them. If your questions can’t be objectively scored against a required competency, don’t ask them. Here are fourteen popular questions that fail to provide evidence.
IR35 is legislation designed to stop tax avoidance by workers and by firms using workers’ services. It was rolled out to all public sector organisations in 2017. Rebranded ‘Off-Payroll Tax’, it was due to be rolled out to the private sector in April 2020. It’s now due to be extended to the private sector in April 2021. This blog sets out the issues associated with IR35.
You can’t build on weak foundations. No amount of high-level training can plug the lower-level skills and knowledge gaps. Any re-skilling or technology introduction must begin with an audit of skills and knowledge. Training may be needed to level-up foundation competencies in readiness for specific training on new systems. So… in personnel development, walk, then run.