Archive for the ‘Zircon’ category

The Future of Talent Management: Key Findings Part 10

August 16th, 2012

Organisations encourage individuals to play to their strengths.

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

Organisations are moving more towards a strengths based approach to Talent Management. Indeed, 73% of the Leaders said their talent model explicitly includes strengths based assessments and workings of positive psychology and 84% said their organisation encourages people to play to their strengths. 72% also said Leaders within the business are encouraged to identify their signature strengths. » Read more: The Future of Talent Management: Key Findings Part 10

‘Male-focused’ recruitment processes holding women back from boardrooms

August 9th, 2012

At Zircon we feel strongly about fairness within a workplace and this reflects in us continuously reviewing and monitoring our selection and development procedures/tools to maintain a high level of integrity within our practice. A recent report from Equality and Human Rights Commission (EHRC) revealed that women are at a disadvantage over men at the selection process for board-level positions. » Read more: ‘Male-focused’ recruitment processes holding women back from boardrooms

The Future of Talent Management: Key Findings Part 9

August 3rd, 2012

Organisations encourage their Leaders to be authentic and unique whilst acting in line with the organisational norms and values.

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

Our research suggests that Leaders are encouraged to be authentic and unique. For example, 77% of Leaders said they are encouraged to be their own person and lead with their own unique style and 74% said that they are encouraged to be authentic. 65% of the respondents also recognised that the organisation positively encourages their people be open and to contribute their ideas to the TM strategy. » Read more: The Future of Talent Management: Key Findings Part 9

Appreciative Inquiry: The answer to change resistance?

July 27th, 2012

60% of BRP change initiatives that fail, fail because of employee resistance. Contributing factors are identified as lack of executive consensus, lack of senior champion, unrealistic expectations and late staff involvement. » Read more: Appreciative Inquiry: The answer to change resistance?

The Future of Talent Management: Key Findings Part 8

July 20th, 2012

In this economic climate, organisations are more likely to develop existing employees than recruit new talent.

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

65% of Leaders reported that their organisation is more likely to develop existing talent than recruit new talent, including 75% of Business Leaders, 54% of Talent and 67% of HR Leaders. A total of 35% report the opposite suggesting that not all organisations are doing enough to develop and retain their current key talent. This concurs with The RSA Group (2011) research which found that “55% of executives say the industry does not give adequate consideration to retaining top talent”. » Read more: The Future of Talent Management: Key Findings Part 8

The Future of Talent Management: Key Findings Part 7

July 12th, 2012

TM strategies are responsive to external market conditions, but they do not show how they are different from their competitors.

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

Our research suggests that the majority of organisations ensure their TM strategy is not operating in isolation and is therefore flexible, valid, and responsive to market conditions. 78% of the Leaders surveyed confirmed that their organisation’s talent model takes the current market conditions into account. This includes a high percentage of Talent (80%) and HR Leaders (83%). A slightly more conservative 71% of Business Leaders concurred. » Read more: The Future of Talent Management: Key Findings Part 7

My Journey towards being an Occupational Psychologist

July 5th, 2012

My Zircon Work Experience June 2012 was my first real experience within a Psychology consultancy since completing my BSc Psychology course. My aim was to assess whether I would want to complete an MSc and pursue a career in Organisational Psychology. Not knowing what to expect, there was of course a sense of nervousness but I can safely say that this experience has proved to me that not only that I want to pursue a career in Organisational Psychology but also why Zircon truly is an award winning company. » Read more: My Journey towards being an Occupational Psychologist

The Future of Talent Management: Key Findings Part 6

June 29th, 2012

There are multiple definitions of talent, however most Talent Models consist of Values, Capabilities, Potential and Aspirations.

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

When explicitly asked about the content of their talent models, Leaders stated that their talent models focus mostly upon Values, Capability, Potential and Aspirations (more than 45% of models). Leaders also stated that their talent models were less likely to focus on IQ, Emotional Intelligence (EQ), Strengths, Personality Preferences or Motivation (less than 40% of models). See figure 3. » Read more: The Future of Talent Management: Key Findings Part 6

Do Leaders know how to manage their most valuable asset – their people?

June 26th, 2012

At Zircon Management Consulting, Dr Amanda Potter and colleagues specialise in managing talent and providing solutions to organisations on how they can best develop and retain their high potential individuals. A recent article in the Harvard Business Review (HBR) identified how the retention of high potential individuals can be difficult for organisations. They suggested that the two main reasons for this include: » Read more: Do Leaders know how to manage their most valuable asset – their people?

The Future of Talent Management: Key Findings Part 5

June 22nd, 2012

Capability Models are aligned to business objectives, goals and strategies and they describe the high potential behaviours that add the most value for the organisation.

In part Seven of this series of blogs summarising our 2012 findings into the Future of Talent Management.

In the majority of cases, Competency and Capability Models (CCM) form the basis of a Talent Model. 85% of Leaders said that their CCM is aligned to business objectives, goals and strategies. A similar percentage of Leaders (86%) claimed that their CCM describes the behaviours that add the most value for the organisation and 63% of Leaders said that there is a relationship between their employer brand and their TM strategy. See figure 2 for a breakdown according to Talent, HR and the Business. » Read more: The Future of Talent Management: Key Findings Part 5