In my last blog post I shared a story of what can happen to an organisation’s succession plan if employees career aspirations aren’t taken into consideration. And you may have read it feeling comfortable in the knowledge that your organisation isn’t making that mistake because you have a question at the end of the Performance
In my last blog post “Only 14% of Talent Management Programmes Work. What Can You Do About It?” I talked about why it’s important to have a joined up approach to succession and talent management that creates a fit between the ambitions of an organisation and its leaders. Let me share a story of why
Did you realise only 14% of Succession Planning and Talent Management Programmes are considered a success? That was the conclusion from a 2009 survey by the American Society for Training and Development (ASTD). Frankly, experience tells me things haven’t improved over the last few years. Whatever the figure, there’s plenty of opportunity for improvement. Talent
One of our clients is a growing global organisation that needed to grow its leadership and management teams. They asked us to work with one of the senior people in the organisation, an account manager called Paul. The board at Paul’s organisation didn’t feel he was ready to direct the whole function at a strategic
Saint-Gobain is the world leader in the habitat and construction market. Last year the Head of Career Management for Saint-Gobain in the UK, Ireland and South Africa contacted us. She is responsible for how they attract, retain and develop their key “talents”. And part of that is around developing a mentoring programme for the talents
Antoinette Oglethorpe | Talent Development | My Most Popular Blog Posts of 2013 The end of every year is full of reviews. Reviews of news, reviews of books, reviews of blog posts, reviews of, well, just about everything. In my view, there are two reasons for this. First, it’s a cop-out. Let’s face it, people are
2013 has been a great year for me – and I hope it’s been just as good for you too. Here’s to an even more successful 2014, developing your talent and achieving business success. If you’re anything like me the last few weeks will have been hectically busy as you balance developing your talent, the demands
On several occasions recently clients have asked me to help resolve conflict between two employees. I have my own model for developing relationships in the workplace (PARTNER) which you can learn more about here. But another valuable resource is the Handbook of Solution-Focused Conflict Management by Frederike Bannink which Hogrefe published in 2010 (ISBN: 978-0-88937-384-6)
I’m about to embark on delivering a programme of training to help managers have more effective performance conversations with their employees. The client I’m working with is not alone in needing to improve managers’ skill and confidence in this area. Many HR and training departments face the challenge of developing a performance culture across their
How to review performance is a challenge faced by most leaders. This week I have been busy coaching senior leaders and also launching a new programme to help managers have more effective performance conversations. The thing that struck me was that leaders are very harsh when they review their performance. That’s fine if it helps them improve.
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