Talent Assessment
12 Elements of Burke-Litwin Model
We present a review of all twelve aspects of the Burke-Litwin model linked to their corresponding blogs we addressed last year. Enjoy!
Read MoreJob Rotations: Overcoming Obstacles and Developing Staff to Their Full Potential
Know of situations that can stunt careers or negatively impact organizations? Can Job rotation help improve or even remedy such cases? How do you implement job rotations as a program for different levels of the organization? Brian recommends a process to build and manage such programs, and highlights means to overcome perceivable realization hurdles.
Read MoreLead and Follow
We are always leading people in some capacity at home or at work. Importantly, just what kind of leader do you want to be, and how do you intend to get there? Jonathan underscores three rhythms of personal and professional development for you to lead better, so the right kind of people will follow.
Read MoreHow Leaders Can Use Processes to Empower their Teams during Change?
How do we recognize and build leaders who can shoulder great responsibilities? Why should we focus our people on solution development rather than on unproductive blame-pinning? Katherine offers insight to raise our leaders by giving them opportunities to resolve and succeed in their challenges.
Read MoreAn Essential Partnership – Formal & Informal Leaders
As formal leaders you have the authority, as informal leaders they have the influence. You are on the org-charts, they are behind the scenes. Their hidden talents are vital to linking people with progress. Steve shares how you identify where and who they are, and how you can build a partnership for success - the organization's and your project's.
Read MorePersonnel Development, a Cornerstone of Your Management Legacy
As managers we can work in the system, and control the risks by coordinating our people as resources within the confines. Or we can choose to add value and impact the value-chain, by creating opportunities for our people. Brian shares why he chose the latter to develop his staff members, and left a legacy, rather than just run a well-oiled process.
Read MoreFreelancers Part 2: Integrating External Talent (Even During Organizational Change)
What factors promote a mutually positive and productive experience of hiring external talents (i.e. independent contractors)? Are your corporate polices dynamic enough to attract the highly specialized skills of this growing group mobile individuals, while averting the we-versus-them mentality between your permanent staff and them? Karen continues in Part Two, offering insightful guidelines.
Read MoreFreelancers: An Underrated Source of Critical Talent to Tap (Even During Organizational Change)
Have you ever wished you had a bigger team to complete a project on time but lack the headcount to hire full-time staff? Have you ever wished you had a staff with the expertise you need but only for your current project? Karen shares why freelancers are an underrated source of critical talent that you should tap on, even during organizational change.
Read MorePromoting Technical Experts to People Managers
Any manager's inability to supervise people, lowers morale and cause incomplete work. How certain are you to select the right staff, with the appropriate people-management skill and technical competence, for that managerial position? Peggy offers useful pointers to raise the success of your assessment.
Read MoreCan Your Company “Blow” an Interview?
People determine the performance capacity of the organization. Ever lost a great candidate for an important position to a competitive offer? Additionally, hiring the wrong person can prove catastrophic. Just what derails the recruitment process? RGBA offers five insights for you, as an employer, to achieve the most positive recruiting outcomes, and even improve an already good process.
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