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  • HR Most Influential 2011 | People Updates | Growing opportunities that stem from mobile learning
    on behalf of UNICON International University Consortium for Executive Education entitled Going mobile in executive education which explored the impact of mobile technologies on the executive education learning landscape around the world In particular how portable technologies smartphones PDAs Personal Digital Assistants tablets and personal media players can support and extend the reach of teaching and learning The report looks at practice beyond the business education market and highlights examples of learning providers embracing mobile learning within business schools universities and the private sector around the globe The examples are outlined in case studies that demonstrate innovative applications and new approaches to learning and include Harvard Business School Seton Hill University Abilene Christian University in the USA Ashridge Business School The Open University EPIC in the UK IMD in Switzerland and University of Cape Town in South Africa Whilst there are some examples from business schools included the report concludes that executive education providers are yet to exploit the benefits of using mobile devices to support learning despite them being tools that most senior executives bring with them to the classroom Mobile technology can help provide executives with pre and post course support and the latest mobile learning applications can extend their access to a multimedia rich education It also provides a means for participants to stay connected with one another as professional resources after a programme ends Other benefits of mobile learning identified by the report include Just enough learning highly applied easily digestible learning for busy executives Just in time learning convenient flexible and relevant learning at the exact moment learning is required Just for me learning learning can be accessed via mobile devices in many different ways which means that there are opportunities for it to appeal to many different learning styles Mobile devices can facilitate collaboration

    Original URL path: http://www.hrmostinfluential.co.uk/research/growing-opportunities-that-stem-from-mobile-learning (2016-02-14)
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  • HR Most Influential 2011 | People Updates | Personal Resilience: shaping the work experiences of today’s middle manager
    managers within a large UK based organisation The organisation like many others is going through a long period of change and both managers face a variety of demands and pressures each day Coping with uncertainty Feelings of uncertainty have resulted in each manager harbouring obvious concerns about how secure their job actually is as well as the security of the entire organisation Manager A tries to adapt to the situation considering carefully different ways to interpret and respond to it Job security concerns are addressed by focussing on the degree of control and influence and subsequently provide more awareness of the factors or failings that they cannot do much about Manager B avoids directly managing the situation instead focuses the attention solely towards external factors such as the state of the economy as a source of blame and as a means to justify personal and the department s poor performance Realistic Expectations The expectation of senior management during this time has been made explicit Manager A when assessing the ability to meet these expectations employs a realistic self belief analysing their own ability considering a wide array of past successes and setbacks to create a realistic understanding of the situation They then use this information to openly and accurately discuss expectations with senior management Manager B on the other hand assesses the situation based only on experiences which fit their own self perception overlooking set backs in favour of past successes Therefore creating a false sense of security and possibly making predictions completely out of line with the estimations of senior management Maintaining a sense of purpose On a personal level maintaining a sense of purpose is often what supports managers through difficult situations When under pressure Manager A constantly reflects on what motivates them in their life including important career and personal goals and how these can keep them on track during difficult times Conversely as result of the same pressure Manager B is unable to identify the key drivers in their life and instead is caught up in the day to day They find themselves chasing short term reward and seeking external praise leaving them and those around them questioning and whether it is all worth it Impact of uncertainty on the team Times of uncertainty undoubtedly create pressure amongst team members requiring managers to display an ability to understand others To meet this Manager A makes a conscious effort to understand their team members asking questions and gathering information with the aim to understand how each individual is managing in this period paying attention to any fears worries and anxieties as well as individuals who are responding well to the situation On the other hand manager B acts in a way that they believe to be appropriate for the group overlooking the differences between how people may be responding and attempting to relate to their team using a one size fits all approach this clearly may alienate and demotivate certain team members who feel their needs are

    Original URL path: http://www.hrmostinfluential.co.uk/research/personal-resilience-shaping-the-work-experiences-of-todays-middle-manager (2016-02-14)
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  • HR Most Influential 2011 | People Updates | The Role of HR in Developing Leaders Fit for a Rapidly Changing World
    The 100 largest financial entities in the world used to be governments Now over 50 of them are businesses so suddenly the whole scale in the world has changed and businesses have become much more important than they used to be This is changing the role of business leaders Not only are business leaders needing to lead significant cultural change within their own businesses they now increasingly work with others to play a leadership role beyond conventional business boundaries and so are playing a much more explicit role in global politics Far from being a distraction they see this new role as central to how they create value As Sir Stuart Rose continued CEOs aren t just leaders within their business any more They also play a role leading collaboratively with others in all kinds of places such as supply chains or government regulation M S has been doing this around sustainable fish sourcing health and nutrition waste and recycling and sustainable livelihoods in supply chains Today s business leaders need to pay attention because there is a group of leaders who are redefining the rules for everyone else The report notes that this new role calls for senior executives to develop skills in areas that have not been a conventional part of the business leader s repertoire HR professionals and executive education providers must embrace this opportunity to accelerate this new kind of business leadership through talent management and management education First senior executives need a nuanced understanding of the major societal forces shaping the world and to know where and how to respond for the good of their organization and for society as a whole This doesn t just mean having a thorough grasp of global issues like climate change human rights and public health It also means having the right tools to make sense of the world around them the kinds of ways of interpreting the world that come from disciplines like sociology anthropology or development studies Neville Isdell former Chairman and Chief Executive of The Coca Cola Company and one of the research interviewees stated I had the benefit of coming from a social science and liberal arts background so you understand geography history the whole contextual framework of the world You certainly don t get that in an MBA programme Secondly not only do senior executives need to be able to lead change within their organisations they must now be able to engage meaningfully with multiple constituencies and relate well with all kinds of different groups in society They must be able to engage in public and political debate with a point of view Not only has it become far more important to know how to engage with policymakers but now they increasingly see it as their role to proactively energize government policy industry competitors and wider society and get people pulling together The role of business leaders has changed over the past 20 years challenging the world s HR and L D professionals to

    Original URL path: http://www.hrmostinfluential.co.uk/research/the-role-of-hr-in-developing-leaders-fit-for-a-rapidly-changing-world (2016-02-14)
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  • HR Most Influential 2011 | People Updates | The wake-up call for generation Y
    their organisations Perhaps it is time for graduates employers and government to seriously rethink the approach to employing and developing the young managers of tomorrow What needs to change Graduate attitudes A greater focus on employability from universities New paths to work such as apprenticeships An overhaul of corporate graduate development Today s graduates are more qualified than ever before However a degree is not enough and the days of a degree being a passport to employment are long gone Graduates need employability skills and our research shows managers see a lack of such skills in current graduate applicants Many of today s graduates do not have the inter and intra personal skills required to work in complex organisations Academic knowledge by itself is not enough Manager 2011 Our 2011 research undertaken with the Institute of Leadership and Management highlights areas of disconnect which overall suggest that graduates prioritise their careers whilst managers prioritise the company To improve retention and encourage more productive working relationships there is an urgent need to bridge the gaps between what graduates expect and what organisations provide and between what organisations expect and what graduates bring But where do these missing skills develop and how can the gaps be narrowed There has been much finger pointing as to where the blame lies and who should solve the issues but the reality is that the responsibilities lie across a number of different stakeholders Universities have a key role in preparing graduates for the world of work Should universities change dramatically from places of academic learning and research to employment preparation centres Probably not but there is more that universities can do to help For example introducing specific meaningful experiential learning opportunities more collaboration with local employers on academic projects and work coaching sessions from managers and recently employed graduates Going further back in time school curricula need updating to repair the lack of knowledge in core English and mathematics to encourage competition where appropriate and the true understanding of working for the good of the team Schools also need to encourage the deeper analysis and enquiry skills that universities can then further develop Employers need to review their recruitment approach and work to better match the recruits to the internal culture as well as set clear expectations on career development and success at work They need to re evaluate career paths and projects to grow their graduates as well as training that better fits with current needs for a just in time approach Coaching and mentoring are key to today s graduates and of value to employees of all ages but often organisations put little focus into making such efforts successful and developing quality internal coaches Graduates Both recent graduates and managers commented that new graduates need to come to the workplace with a sense of humility and willingness to spend time learning They need to absorb the culture politics teamwork and processes and identify the people and methods that will help them succeed Routes into

    Original URL path: http://www.hrmostinfluential.co.uk/research/the-wake-up-call-for-generation-y (2016-02-14)
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  • HR Most Influential 2011 | People Updates | Top 10 ways to be influential in HR
    help develop your influencing credibility capability and reputation and contribute to getting the results you want 1 Be patient Influencing is a process not an event or a one off occurrence Most discussions take place over a period of time involve multiple stakeholders and are affected by our current experience of the people concerned The impression they have had of us in previous conversations and our ability to enter into a meaningful dialogue with them are essential to achieving a successful outcome 2 Active listening It is easy to fall into the trap of simply advocating your own views and ideas on any issue you are seeking to influence but it is much better to gather intelligence about the other stakeholders perspectives Listening to what they have to say gives you the opportunity to consider their perspectives and decide how best to incorporate this knowledge and information into the issue 3 Flexibility You need to be able to adapt to others ideas Lack of flexibility is one of the fatal traps that influencers can fall into By definition influencing usually means you have a point of view about a topic and your aim is to get others to buy into this view But they will have their own opinions on the subject so it is important to go into any discussion with the mindset that you might have to flex your ideas and approach to achieve a mutually acceptable outcome 4 Build link and develop ideas together This is one way of demonstrating your flexibility By listening to others ideas and identifying possible connections to your own or even adopting new ideas that support your goals and perspective you can link build and develop together The best way of doing this is to mention the person s name to show them that you are building and linking with them For example I like John s idea and I d like to build on it by 5 Show your understanding It is important to establish common ground This can also be regarded as the second stage to building and linking Once you have made the link you will need to demonstrate authenticity by regularly asking the other parties what their view is about things so far 6 Check that understanding Having reached an appreciation of others point of view you need to keep it Check that people are still with you that they are moving along with you and roughly in the same direction Summarising at regular points through the process either verbally or in writing will help ensure you are all aligned and if not will highlight any differing views This will give you time to work through any problems that emerge 7 Express yourself fluently Influencing involves both hard and soft skills It is about emotion as well as facts When you are involved in any influencing discussion simply expressing the facts data and research about a subject is not enough You also have to show your feelings and

    Original URL path: http://www.hrmostinfluential.co.uk/research/influential-hr (2016-02-14)
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