Managers often lament the attitudes and commitment given by those born in the 80s and 90s. Getting commitment from generation Y is difficult. They say that staff from this generation are self-opinionated, lazy and have little respect for authority. But many of these opinions are formed because Generation Y are simply different – different from their Generation X managers and Baby-Boomer parents. Commitment can be had from Generation Y if managers work at it. Here's how.
It’s bizarre. We’ve a record 32.54 million people in work in the UK. But the number of job vacancies jumped to a record high of 853,000. Despite record employment today, companies are suffering skills shortages. Managers have three options - accept the lack of skills and invest in technology to sustain capability - or invest in the people they do have to improve productivity. Here's the rationale.
There's such an argument in practitioner circles about which psychometric test to use. Some say 'simpler the better' whilst others say 'accuracy first'. Others focus on the moral and ethical issues in providing any unfiltered information to test respondents. So how to make sense of this debate?
Are leaders born or bred? It’s a persistent question. Some senior managers and policy makers believe absolutely that leaders are bred, that a leader must come from the right background. Others argue strongly that anyone can be made into a leader given the right training. So who’s right?
Job titles should show three things: position in the profession, knowledge about the domain and where the job fits internally. Using Sales Manager as an example find out why it is important to get the title right.
Whilst training interventions can indeed change the whole organisation, the culture change scenario differs from ‘normal’ training. ‘Normal’ training is in pursuit of change in competencies in individuals. Change in culture involves change in the way things are done in the organisation – the normative behaviour of all. Here's how they differ.