Archive for the ‘development’ category

Two fifths of employees don’t believe business values are worth the paper they are written on

May 16th, 2013

The Zircon team have been researching the importance of values on personal and business success. The Zircon team acknowledge that there is a need for employee’s values to match the values of the organisation in order to achieve a holistic work environment. Values often reflect a person’s sense of what is “right or wrong” and can impact upon their attitude and behaviour and how a person interacts with others in their environment. » Read more: Two fifths of employees don’t believe business values are worth the paper they are written on

Dr. Amanda Potter at the Learning & Skills Conference

May 8th, 2013

Dr Amanda Potter of Zircon, recently presented the findings of the extensive research into FTSE100/Fortune500 organisations which reveals that talent management strategies are not being well enough communicated throughout larger organisations and that competencies alone are no longer enough to make effective hiring, succession planning and development decisions. » Read more: Dr. Amanda Potter at the Learning & Skills Conference

My Occupational Psychology Work Experience with Zircon

April 30th, 2013

After completing my degree in Psychology with Sport Science at University of Exeter, I set myself the challenge of securing an internship or work experience with practicing Psychologists to support my Occupational Psychology Masters applications for September 2013. I decided to research as many companies as possible, making contact to each, specifying my ambition to become an Occupational Psychologist and my interest in the unique service they offer. » Read more: My Occupational Psychology Work Experience with Zircon

Are Competencies Dead? A Case for Values, Capabilities

April 24th, 2013

Within Zircon, Dr Amanda Potter and her team of Occupational Psychologists are finding that more and more organisations are looking to adopt a values or strengths-based recruitment process. We are often asked, “How can we assess Cultural Fit?” and “Does adopting a strengths-based or values-based approach to selection mean we have to lose our competency framework?” » Read more: Are Competencies Dead? A Case for Values, Capabilities

The Future of Talent Management: What does the future look like? Part 2

April 4th, 2013

How can organisations sell the importance of TM to their shareholders when they do not measure the financial impact of their TM strategy?

Here is the next part of this series of blogs summarising our 2012 findings into the Future of Talent Management.

Whilst the review and assessment of TM strategies are recognised as important few organisations measure the ROI. Indeed, only 5% of Leaders said their organisation had a valid and reliable measure of return on investment (ROI) of their TM practices. 44% say they never measure the ROI of their TM practices, 26% are not sure and 25% have a process but do not consistently use it. In addition to this only 2% consistently assess the impact of TM strategy on Total Shareholder Return (TSR) with 53% reporting it is not assessed at all, 25% being unsure, 14% reporting it not applicable and the remaining 6% reporting it being assessed on some strategies. » Read more: The Future of Talent Management: What does the future look like? Part 2

The Role of Stress or ‘Eustress’ in Coaching for Performance

March 14th, 2013

An article, recently written in the Harvard Business Review (Schwartz, 2012) addressed the importance of stress and pressure, in order to encourage development and enable individuals to reach their ultimate potential. As Business Psychologists and HR leaders at Zircon Management Consulting, we began to consider how this idea fits with our ways of working and what we promote as a business. » Read more: The Role of Stress or ‘Eustress’ in Coaching for Performance

The Future of Talent Management: What does the future look like? Part 1

February 19th, 2013

Organisations will increase their focus on TM over the next three years, however they do not have adequate budget to attract, recruit, develop or retain talent.

Here is the next part of this series of blogs summarising our 2012 findings into the Future of Talent Management.

The majority of Leaders who completed the survey recognised that the focus on TM had increased over the past 3 years. 82% of the Leaders said they have had an increased focus on TM in the past 3 years. A high percentage of individuals from HR (91.5%) and from Talent (83%) supported this statement, however only 68% of Business Leaders concurred. » Read more: The Future of Talent Management: What does the future look like? Part 1

The Future of Talent Management: Key Findings Part 15

February 1st, 2013

TM strategy does not explicitly consider the well being of the employees.

Here is the next part of this series of blogs summarising our 2012 findings into the Future of Talent Management.

35% of Leaders believe that their TM Strategy does not fully consider the well being of their employees, this includes 42% from HR, 28% from the Business Leaders and 30% from Talent. This implies that many Leaders and particularly HR Leaders do not see the TM strategy explicitly considering the well being of individuals. » Read more: The Future of Talent Management: Key Findings Part 15

The Leadership Pipeline: Seven Key Transitional Steps from Employee to CEO

January 13th, 2013

At Zircon we believe in supporting our clients with sound advice based on psychological knowledge on how to develop and grow leaders from within the organisation rather than being bought externally. By informing organisations of the unique requirements that different leadership roles need to have, organisations can apply these to their environment and consequently have an edge over their competitors. » Read more: The Leadership Pipeline: Seven Key Transitional Steps from Employee to CEO

The Future of Talent Management: Key Findings Part 14

December 6th, 2012

Organisations encourage their Leaders to demonstrate resilience when facing challenge and adversity.

Here is the next part of this series of blogs summarising our 2012 findings into the Future of Talent Management.

Generally organisations equip Leaders to be resilient in difficult situations (according to 66% of respondents) and give their Leaders the tools and techniques they need to bounce back from challenge and adversity (according to 64% of respondents). Business Leaders tend to view their organisations more positively in this area, for example 77% of Business Leaders believe that they equip their Leaders to be resilient in difficult situations, compared to 60% of HR Leaders and 63% of Talent Leaders. » Read more: The Future of Talent Management: Key Findings Part 14