On BBC Radio 4, Margaret Heffernan, the writer and entrepreneur, mounts an attack on the idea that talent is a good predictor of future performance - and hence it should not be used in recruitment selection. Her article is a good listen but a bit muddled. Here we clarify and suggest that talent is not the useless thing that Margaret Heffernan suggests, but a multi-dimensional set of characteristics about each candidate that need to be known before making a job offer.
The job that a software professional does is linked to where on the lifecycle they work and how much of that lifecycle they embrace. It also depends on how much of the technology they cover – user interface or full-stack. And salaries go with those definitions. Here's the structure of the industry.
Hiring managers are faced with young people seeking apprenticeships and employment without previous experience in the mainstream workplace. So what should hiring managers do to judge which young person will perform well in the role? Since vocational identity predicts performance, hiring managers should listen to the young person's story.
There's been a flurry of high profile cases with celebrities and MPs being accused of sexual harassment. In the workplace, the employer should deal with allegations of harassment. For harassment to be deemed to have taken place the alleged behaviour must have had either purpose or effect. Suspension is normal in any case where investigation would be hampered. The investigator then develops a report, setting out all the evidence. A decision is made based on ‘reasonable belief’. Here's more on the process.
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.
There’s a very basic problem in SMEs concerning staff succession and promotion. It’s that there’s apparently nowhere to go – everyone is in a job and no one is about to move over to allow ‘promotion’ of those below. It’s ‘dead man’s shoes’. But it doesn't have to be so. Here's why not.
This article explores effective staff development showcasing a simple but effective competency framework model that can be used by any firm of any size and complexity to explore their competence gap. To understand competence gap you need to know what competencies you have now, what you need for the future, and how you are going to develop your people to bridge the gap.