Archive for the ‘Zircon’ category

ABP Surrey Networking Event – September 2012

September 27th, 2012

Are you psychologically fit?

As our summer brings itself to a blissful close and we approach the next period of, the ABP Surrey networking event, let’s cast our thoughts back to the humans and super humans of the Olympics and Paralympics who furnished us with accomplishments and exploits. While we sit and are amazed at their achievements, this alone does not get them over the finish line or solely impact on how they perform. A critical component is how their mental agility or psychological makeup impacts on their success. » Read more: ABP Surrey Networking Event – September 2012

Three Steps to Overcoming your Negativity Bias

September 22nd, 2012

At Zircon, we believe a positive environment is a more successful one but we all know that it is not easy to stay positive all of the time. This blog summarises three simple things that we can all do to help to overcome negativity in the workplace. » Read more: Three Steps to Overcoming your Negativity Bias

The Future of Talent Management: Key Findings Part 12

September 14th, 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 12

The 11 Aspects of Leadership Failure – “The Dark Sides of Personality”

September 6th, 2012

According to Geoff Trickey, Managing Director of PCL Ltd, current affairs and history demonstrate both bright and dark sides to personality. The bright sides are the “polished, social aspects” of our performance, the dark sides are the “raw social performance” that under pressure can be over used and over relied upon. » Read more: The 11 Aspects of Leadership Failure – “The Dark Sides of Personality”

The Future of Talent Management: Key Findings Part 11

August 31st, 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 11

My Zircon Experience – Veronika Kubickova

August 24th, 2012

Immediately after browsing through Zircon’s web pages, I realised that this is where I would like to undertake my internship. Afterall, they cannot be called an award-winning consultancy for no reason. This is why I was delighted when out the many consultancies that I contacted Zircon was the one to get back to me with a positive reply. After being interviewed by Sarah Linton, this conviction only grew stronger. When she told me that “at Zircon everyone works very hard to provide clients with the highest quality services”, I felt even more motivated to learn more about their business practices.
» Read more: My Zircon Experience – Veronika Kubickova

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?