Archive for the ‘development’ category

The Gap between HR Leaders and Managers

February 28th, 2014

Ulrich (1998) defined four roles within the HR Business Partner Model, namely Strategic Partner, Change Agent, Administrative Expert, and Employee Champion, and furthermore argues that you need a blend of each to make the organisation successful. The Strategic Partner aligns the HR functions with the global business in order to map the people strategy to the business strategy. The Change Agent drives the change agenda and creates the capacity for the change to be delivered. The Administrative Expert is expected to ensure the delivery of the highest » Read more: The Gap between HR Leaders and Managers

The 9 Essential Habits of Mentally Strong People

February 25th, 2014

Within Zircon we recognise that within today’s working climate, mental agility or mental toughness is imperative to overcoming barriers within the workplace. Some of the main noted characteristics of mental toughness are emotional intelligence, grit, resilience, self-control, mental toughness and mindfulness. THE OBSTACLE IS THE WAY, by Ryan Holiday quotes “In a world that we don’t control, tolerance is obviously an asset.” According to Holiday, characteristics of mentally strong people or nine essential habits and practices can be summarised as the following: » Read more: The 9 Essential Habits of Mentally Strong People

My Internship at Zircon

February 18th, 2014

Over the past 4 weeks I have been lucky enough to be interning at Zircon alongside studying for my MSc in Occupational & Organisational Psychology. Until now, my experience of psychology has been mainly limited to lectures and journal articles and whilst I had an understanding of what an Occupational or Business Psychologist does, it has been great to gain first-hand experience of this. As everyone at Zircon is working on different projects, I have got a real insight into a variety of tasks. » Read more: My Internship at Zircon

Attracting and Retaining your High Potential Talent Starts with a Clear Talent Strategy

February 7th, 2014

Identifying and attracting high potential employees is still a challenge for many organisations. Nearly 75% of organisations are struggling to fill vacancies (CIPD, 2011) and only 18% of organisations report that they have enough talent to meet their future business requirements and goals (Boatman and Wellins, 2011). The recurring theme is that there is a ‘War for Talent’, and there is the need to identify “the ‘right’ employee” in this knowledge driven economy (Shung & Junyu, 2012). This is clearly a significant problem that needs addressing. » Read more: Attracting and Retaining your High Potential Talent Starts with a Clear Talent Strategy

What Proportion of High Performers are High Potential?

January 30th, 2014

The Statistics

Within Zircon, our Business Psychologists run high potential assessment validation events for our clients in order to identify and validate the managers’ assessments of their employee potential. When we work with these organisations we find that managers predict at least 30% of their employees have the potential of success in the future. However, from our experience the percentage of employees who are actually talented/high potential is » Read more: What Proportion of High Performers are High Potential?

CIPD South London 26th March 2014

January 28th, 2014

HR and Talent in the 21st Century

Dr Amanda Potter will be speaking at the CIPD in Croydon on the 26th March 2014 and sharing the findings of Zircon’s latest White Paper titled, “HR and Talent in the 21st Century: How can the leaders of today meet tomorrow’s business needs?” The paper summarises the results of this research and the steps leaders need to take in order to deal with these future challenges successfully. » Read more: CIPD South London 26th March 2014

HR and Talent in the 21st Century

January 17th, 2014

HR and Talent in the 21st Century: How can the leaders of today meet tomorrow’s business needs?

Based on Zircons 2013 research, leaders need to be more externally and commercially focused to deliver the requirements of 2014 and beyond. Organisations should review their mix of talent within HR teams to ensure there is balance of strategic, articulate, commercial and pragmatic approaches to be fully effective. They also will need to engage the business to be more strategic and future focused when it comes to talent, and to consider the ROI, ROE and the effectiveness of the methods used. » Read more: HR and Talent in the 21st Century

Zircon is presenting at the Learning and Skills Conference 2014

January 16th, 2014

HR and talent in the 21st Century – how can the leaders of today meet tomorrow’s business needs?

London has recently been named the talent capital of the world, employing 1.5 million people into high-skilled sectors. The 2013 study, published by Deloitte, predicts that 300,000 more jobs will be created in London by 2020. Of these jobs approximately 100,000 will be within high-skill sectors, with a predicted decline in the number of roles within finance industry, but growth in London’s creative, digital and life science sectors. Another expected shift is in how organisations will operate. Businesses are now preparing for a future state which includes growth, digitisation and commercial advantage. » Read more: Zircon is presenting at the Learning and Skills Conference 2014

The Future of Talent Management: The Conclusion

January 3rd, 2014

The Conclusion.

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

Our aim was to gain a greater understanding of how organisations approach Talent Management and one of our overall findings was the difference between those who develop the TM Strategy (HR and Talent Leaders) and those who implement it (Business Leaders). Whilst it should be acknowledged that there are organisations, where there is alignment between the Business, HR and Talent, the findings from this research suggest there are opportunities for organisations to really look at how closely aligned HR, Talent and Business Leaders are in developing TM Strategy, identifying what should be involved, how it is defined and how it should be communicated and implemented in order to develop a “talent mindset”. » Read more: The Future of Talent Management: The Conclusion

The Future of Talent Management: What does the future look like? Part 3

December 11th, 2013

Organisations measure the engagement of their employees.

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

Our research found that the majority of organisations do have tools available to assess the effectiveness and understanding of the TM Strategy. For example, 67% of organisations conduct employee engagement surveys on a yearly basis with a further 18% reporting they do this at least every two years. » Read more: The Future of Talent Management: What does the future look like? Part 3