Black Box Thinking
Using case studies, this book links action and in-action to performance and improvement. Matthew Syed explores how mistakes can lead to higher performance and new ways of working. But only if mistakes are embraced and used as a learning aid. Here we review the book and give you our thoughts on the message it intends to get across.
Setting out the process of development talent management and succession: Trimester 2, Webinar 4
- Discussing the meaning of ‘talent’, who’s in the talent pool and who’s not
- Discussing the GE 9-box and CIPD 4-box talent matrixes
- Building a model for talent management using the CIPD 4-box matrix
- Illustrating talent management as a continuous process
Planning & implementing organisational up skilling: Trimester 2, Webinar 5
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.
Determining the right development tool for each person and goal: Trimester 2, Webinar 6
- Discussing the various development interventions available
- Re-visiting how people learn and their reaction to various interventions
- Developing training interventions to meet planned needs
- Discussing how to evaluate the success of development interventions
Setting foundations designing the right jobs: Trimester 3, Webinar 2
• Showing how to model a firm to capture all the necessary functions to be done;
• Showing how functions can be aggregated to form various different jobs;
• Teaching how to design jobs for maximum motivational effect;
• Identifying the purpose and primary responsibilities and accountabilities in each job; and
• Beginning to determine the characteristics of the people who will excel in those jobs as preparation for Webinar 3.
Developing selection criteria, specifying the ideal candidate: Trimester 3, Webinar 3
• Illustrating how to define people in terms that can be assessed and tested during selection;
• Describing what’s meant by general mental ability, personality and person-environment fit;
• Telling how the various characteristics impact on job performance;
• Showing how job descriptions can be analysed to give the necessary competencies and behaviours; and
• Discussing how managers typically make decisions during selection and how this should be done.