Many managers deliberately mix internal and external recruitment in the hope of selecting the best person for the job from as large a pool as possible. Simply, consider internals first, in isolation. If any internal can do the job – judged by a fixed bar - they go forward with an internals-only contest. Because any one has the ability to excel, a variable bar selection can be used to rank them. Anything else is just wrong, damaging and here’s why.
• Reviewing the current approach to recruitment and selection;
• Identifying exactly where and how this old approach is broken;
• Underpinning the new approach, starting with job purpose;
• Building the new approach as a process from job to jobholder; and
• Illustrating the elements of the process, setting the scene for other webinars.
This webinar/video is about how a manager might go about developing everyone in his or her organisation together. It starts by suggesting that such pan-organisation development depends on the use of a statement of what's to be done - the competency framework. And will illustrate an example of a framework for a 50-person organisation.
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.
Employment tribunals in England and Wales and Scotland deal with disputes between employer and employee. Fees are no longer payable. Just because there are no fees does not mean access to informal and speedy justice. Employment tribunals are neither informal, nor are they speedy. In principle, all grievance could move from tribunal to company procedures. This needs high trust by employees on management. There’s significant benefit for management striving to be a high trust firm. Here's how..
There will be a small proportion of vulnerable employees who won’t feel safe whatever you do. In the end, when you have done all that you can some employees will have to be dismissed by reasons of capability. You may have to discuss with them that, in the new normal that is coronavirus, it may simply be that they will never feel safe in your firm.