HR Management

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The rediscovery of peer-to-peer expat support

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Recently I’ve come across a number of articles heralding peer-to-peer support as a new concept in the management of global talent mobility. The articles suggest the challenges of relocating and settling abroad, from administrative and official tasks through to cultural differences and establishing a new social network and friends, can be significantly reduced through peer-to-peer support with expats who have …

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The dangers of benchmarking

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I have written earlier about benchmarking in connection with the talent management project at the European Space Agency (ESA). ESA were interested to learn what other similar technological companies did in regards to talent management. As I wrote at the time though, the importance of benchmarking and finding out what others have or do in practice can be interesting, but …

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Open Space

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There is one organizational development process that I have used occasionally and really wish I had been able to apply more often in my career: Open Space Technology. And why have I not been able to use it more? Well, Open Space is not for the faint hearted. Most business leaders like at least a little bit of control and …

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Development activities: a guide for individuals and their managers

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I shouldn’t still be surprised, I know, but the number of line managers I continue to meet in different companies and different countries, who still only think about formal training courses for the development of their staff, (or even the individuals themselves who suggest they should follow a training course, usually in a nice location), remains almost as high as …

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70-20-10

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Having worked with CCL (Center for Creative Leadership) in both Russia and Kazakhstan, who were the originators of the 70-20-10 meme for corporate learning & development many years ago (sometimes written 70/20/10 or even 70:20:10), and also being a researcher by training, it isn’t difficult to find out what the 70-20-10 originally meant and was based upon. Because I believe …

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Corporate Universities: different levels of maturity, scope and expectations

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Having run the leading Corporate University in Kazakhstan and now advising one of the top Corporate Universities in Russia, both of which were under the expectation of their stakeholders that they would be developed and ‘transformed’ into something better – without these stakeholders maybe knowing exactly what that might mean – I have done a lot of research and benchmarking …

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People Bingo

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One of my favourite icebreakers that I have used for people to get to know each other better, especially in new organisations, is People Bingo. There are different versions of the game, but the one that I think works best is when the people involved are (confidentially) asked by the facilitator to provide an interesting fact about themselves. These are …

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Talent Magnet

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I was having lunch with somebody who used to work for me in Kazakhstan and who had recently left to join an international consulting firm. In fact I had hired him and seen him grow and develop so that he was actually heading up our HR Consultancy team before he left. A talented and modest young Kazakh man. A promising …

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Left hand column

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I have written previously about the Ladder of Inference, one of my favourite tools for promoting productive conversations. https://valshebnik.com/blog/the-ladder-of-inference/ This helps us understand why we jump to conclusions, rightly or wrongly, and gives us a technique to explain our own thinking or to get others to explain their thinking to us. Another tool I learned at the same time twenty …

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Risk Management Matrices & HR Projects

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A simplified risk management methodology – and especially the risk matrix of impact against likelihood – can be extremely useful in HR and other projects, even when your company does not officially require you to use them. Having had business, leadership and project management roles in my career – in addition to the global HR jobs – I’ve done a …

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