Archive for the ‘Zircon’ category

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

Happiness and Success: A Linear or Circular Relationship?

April 19th, 2013

Are positive people more successful or are successful people more positive?

Within Zircon we work with our clients to identify the critical success factors and differentiators of success for their employees. When discussing success, it is often presumed that success in life stimulates the onset of positivity and happiness; however a recent article written in the Appreciating » Read more: Happiness and Success: A Linear or Circular Relationship?

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

Are Competency Interviews valid for Graduate Assessment?

February 15th, 2013

Within Zircon, we have a keen interest on whether or not competency or capability assessment is enough, or should we also look at how organisations can assess and develop strengths at work? A recent blog posted by Capp (http://blog.cappeu.com/) has raised the concern that due to the nature of competency-based interviewing for graduate roles, many talented and capable graduates may struggle to gain jobs. The heart of the issue is that graduates frequently face a “chicken and egg” conundrum, whereby experience is necessary to gain a job, yet a job is necessary to gain experience. » Read more: Are Competency Interviews valid for Graduate Assessment?

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

Sustainability at the workplace – 20 ideas to make it happen: Part Four

January 23rd, 2013

At Zircon, Dr Amanda Potter and the team are constantly striving for sustainability in the workplace. We have been exploring new ways of making this a possibility and would like to share GAIA Active’s “20 ideas to make this happen” from their information booklet: “GAIA Making Sustainability happen; Sustainability at the workplace” » Read more: Sustainability at the workplace – 20 ideas to make it happen: Part Four

HRD Conference 2013: Are Competencies Dead? The Case for Capabilities, Strengths & Values

January 17th, 2013

If you unable to attend the conference on the 30th January 2013, Dr Amanda Potter will also reveal her research on talent management strategies on 24th April 2013. The research suggests that competencies are no longer enough to make effective hiring, planning and development decisions. » Read more: HRD Conference 2013: Are Competencies Dead? The Case for Capabilities, Strengths & Values

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