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Opportunity favours the prepared manager
Written by John Berry on 16th June 2018. Revised 16th November 2020.
6 min read
Realising strategy is not planning exactly what to do – because beyond a few short sprints, you don’t know. It’s about developing a purpose, a broad strategy, a trajectory, and from this, a plan of the capability to be realised. Then you’re ready for almost anything.
Why some people are developable and others not
Written by John Berry on 1st December 2017. Revised 16th November 2020.
6 min read
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.
Energy and process – two keys to successful staff development
Written by John Berry on 16th October 2017. Revised 16th November 2020.
4 min read
Staff development is the act of persuading a member of staff to change – to change their skills, knowledge or behaviours – towards that wanted. That persuasion comes by way of training, mentoring or coaching. Staff have existing competencies and behaviours. The difference between what’s needed and what’s available today is what any development must focus on.
Effective recruitment tools
Written by John Berry on 28th November 2018. Revised 16th November 2020.
5 min read
All managers will interview candidates for jobs with their firm. Each interview, as the single selection instrument, must be designed to give evidence against all decision criteria. Interview alone is unable to be that good. Indeed, no single selection instrument is that good. We recommend the use of a number of ‘tools’ to support the interview. Read about those tools here.
Linking performance on the job to selection criteria
Written by John Berry on 6th February 2018. Revised 16th November 2020.
4 min read
Performance is when the employee does what they say they will. When recruiting, selection of new hires should be made on the test outcomes that evidence the personal characteristics, competencies and behaviours required for that performance. Base your selection on that evidence. Here's how.
Recruitment, Search and Selection: get it right
Written by John Berry on 31st May 2017. Revised 16th November 2020.
5 min read
When assessing job candidates, a manager is trying to predict which candidate will perform best in a specific role. It makes sense therefore to use a selection process that will give an optimum prediction and it should come as no surprise that a thirty minute friendly chat and other ‘light’ selection methods come well down on the effective prediction league table. Here's a comprehensive discussion on how to get recruitment right.
