HR and cybersecurity and fraud

13 April 2017

Hacking and cyber fraud can occur at any time of the day or night, including at weekends and holiday periods. They are of increasing concern to individuals, organisations and Governments and on occasion quick or instant reactions may be required. In many countries, a lot of sensitive and valuable information and important, and at times critical, infrastructure is in the hands of companies. Data theft and denial of service type attacks can have serious consequences for many people. Professor Colin Coulson-Thomas considers the challenges involved in managing cybersecurity.

Turbulent times necessitate a new approach to employee relations

2 March 2017

Leading industrial relations experts Paul Cronin and John Kirkham express concerns about the implications of the Trade Union Act 2016 for effective employee relations, especially in the light of Brexit. They highlight areas at risk with respect to workers’ rights and argue the case for a more inclusive and sustainable approach to employee relations.

Succession planning for the boardroom

23 February 2017

Where will tomorrow’s company directors come from? What sort of people might be willing and able to govern the new and diverse forms of organisation and different business models that are emerging? How should they be selected? What governance codes, listing, legal and other requirements are likely to apply? Will future boards of directors operate as they do today? Directors may still be a legal requirement, but are boards and meetings in their current form on the way out? Prof Colin Coulson-Thomas looks at the future of board succession planning.

Linking HR practices and initiatives with business outcomes

16 February 2017

One of the most vexed questions for HR practitioners is how to prove value added through the HR contribution. Here, Professor Andrew Mayo challenges the assumption that tying HR’s contribution exclusively to bottom line outcomes is either desirable or feasible. He proposes instead an alternative, more realistic way of assessing value added by HR/Training activity to other strategic outcomes for the organisation.

Technology in coaching: Ready for an upgrade? Part 2

27 January 2017

The advent of People Analytical tools that can be helpful in a coaching scenario is to be welcomed, yet for many purchasers and users of coaching tools, navigating one’s way through the rapid explosion of tools to select those that might be most useful is a challenging business. In this second of her mini-series, Executive Coach Carol Braddick provides a helpful roadmap of the range of tools currently available, identifying the benefits of different categories of tools for organisations, coaches and leaders themselves.

Technology in coaching: Ready for an upgrade?

20 October 2016

What part does, or could, technology play in coaching? In this first article of a mini-series, experienced coach Carol Braddick shows how a wide range of apps can complement conventional coaching and play a valuable role in raising the leader’s awareness, and openness to learning, potentially improving their health and follow-through on agreed coaching actions.

Managing talent and diversity: A vision for the way forward

22 September 2016

In today’s troubling times for the UK and the rest of Europe, when suspicion of “the other” may be growing, Dianah Worman OBE and Claire McCartney provide a welcome focus on the value of diversity and inclusion. Here they outline how building organisational cultures, leadership and recruitment practices conducive to diversity and inclusion not only helps business, but enables everyone, regardless of age or background, to be treated fairly.

Hidden wisdom: how systemic leaders create healthy organisations

18 August 2016

“A prime purpose of leadership is to question the organisation’s prevailing paradigm and make it more fit for tomorrow’s challenges.” This is the assertion made by William Tate in his 2013 White Paper Managing Leadership from a Systemic Perspective1 . Yet I am struck by the numbers of senior executives that I come across who pay little or no attention to the underlying dynamics of their organisation. Those underlying, hidden and often unspoken human dynamics that make the difference between success and failure.

Partnering for change

7 July 2016

Working effectively with internal and external partnerships requires special skills and understanding. Dr Sharon Varney, Leader of a Henley Management Forum Action Research project on this theme, shares key learnings and insights from the project based on the partnership working experience of nine organisations.

How a decision-friendly culture makes for good business

11 May 2016

In their previous article, “Uncovering the Hidden Risk in Change Management“ (Strategic briefings, 24 February 2016) Mark Withers and Anna Withers show that, to effect sustainable change, leaders must understand how unconscious biases distort people’s willingness to embrace change. Through the eight characters contained in the Hidden R-I-S-K® framework, leaders have a powerful tool to help them negotiate the pitfalls of change and make better decisions. This article sets out a three-step approach to help decision-makers surface and mitigate these unconscious biases.