David Conradie reveals why now is the right time to shift out of "survival mode” and get proactive on your talent management strategy.
Jayne Mammet offers practical tips on how to reduce your company's environmental footprint.
Eva Mudely addresses some of the challenges employers might experience leading up to the FIFA World Cup
Shani Naidoo shares eight truths that govern the life cycle of organisation structures.
Dr Arien offers practical workplace wellness ideas that will have a positive effect your bottom line, employee loyalty and company growth, and more.
As usual, we’d like to thank everyone who so generously contributed their time and knowledge to this edition of Human Capital Review. We are really grateful for your support.
The HCR Team
A back-to-basics approach to economic recovery Julian Birkinshaw - Professor and Deputy Dean, London Business School and Co-founder of the Management Innovation Lab (MLab) The road to recovery starts with some basic management changes that will compound and accelerate over time. Julian Birkinshaw looks at three important reasons why we need to reinvent management, and provides bold new ways of leading, managing and organising.
Change management contributions to organisational performance Co-authors Professor Simon Burtonshaw-Gunn and Dr Malik Salameh draw upon their practical consultancy experience to provide helpful advice for those embarking on a change management programme. This article covers seven main themes about change and change management, offering valuable information and practical guidance on improving organisational performance.
Organisation structures – a framework for thinking Shani Naidoo - Managing Director - Group HR, Foschini Organisation structures are living organisms that grow, develop, mature, age and atrophy, and then start all over again, questioning its purpose, reinventing itself and evolving. Shani Naidoo shares eight truths that govern the life cycle of organisation structures.
Personal Mastery – the foundation of leadership effectiveness Debbie Craig - Managing Director and John Gatherer - Chief Operations Officer, Catalyst Consulting In their second article in a series of articles on leadership, Debbie Craig and John Gatherer suggest that to be a really great leader, you need to master the art of self-leadership or personal mastery. They take a closer look at how awareness, application and effectiveness of personal mastery can help you find meaning and purpose in life, and make a difference in the lives of others.
HR GOES GREEN
How green are your HR practices? The fourth wave of greening HR Belia Nel - certified Performance Improvement Technologist with the International Society for Performance Improvement In this first article in a series of articles about green HR practices, Belia Nel explores how green your organisation’s HR and talent practices are. Focusing on the HR carbon footprint of your organisation, she suggests ways to effectively and efficiently deal with HR issues.
Why a green office means better performance in a depressed economy Jayne Mammatt - Associate Director for Climate Change & Sustainability Services, Ernst & Young Jayne Mammatt shows why going green is the right thing to do and gives some practical tips on how to reduce your company’s environmental footprint. She also shows how HR can help change the culture and values of a company to become greener.
HEALTH MANAGEMENT AT WORK
Workplace wellness Dr Arien van der Merwe - MBChB FRSPH MISMA; medical doctor, author and specialist corporate health and wellness service provider Company wellness programmes increase productivity, creativity, ambience, mind-set, and ensure a sense of wellbeing. Dr Arien van der Merwe gives some practical workplace wellness ideas and shows how the wellness of its employees will make all the difference to a company’s bottom line profit margin, employee loyalty and company growth.
THE HR PROFESSION
Human Resources into 2010 - Predictions and Challenges HR practitioners need to develop more creativity in attracting and developing talent. Establishing a culture of high performance and high engagement is fundamentally based on the translation of strategic HR initiatives into workable plans. Ester Kruger explores practical ways in which strategic HR initiatives and business strategy can be linked.
CRITICAL COACHING CONVERSATIONS
Just how can we get out of our own way? Lauron Buys - Author, Coaching & Mentoring Consultant In this Critical Coaching Conversation, Lauron Buys discusses the importance of positive self-talk, and shows how we can expend positive energy in all we do by reframing our thoughts and self-limiting assumptions.
World Cup fever – employers caught offside Eva Mudely - Attorney, Bowman Gilfillan Inc With the FIFA World Cup just around the corner, Eva Mudely addresses some challenges employers might experience during this period, while sharing some ideas of how employers can deal with the hype surrounding one of the world’s biggest international sporting events.
A business approach to learning: increasing profits through marketing methodologies
Training managers are challenged to “sell” the benefits of an intangible need to those wanting tangible results. External consultants understand this obstacle; however, when those responsible for training solutions, they often encounter significant resistance. Senior managers recognize the importance for training but, with limited resources. They are also concerned with accountability and results. T&D is also challenged by other stakeholders, employees and management alike, to overcome indifference and skepticism of any proposed learning initiative.
Coaching and Mentoring Diversity in Practice
In a diverse environment the definition of coaching / mentoring described in chapter 4 becomes more difficult as the term has become more diffuse in a large number of contexts. This is compounded by the many people using different media and where diverse meanings are applied (Nandram, 2003). So what does the mentoring / coaching research and practice describe in Chapter 3 add to our understanding of learning in collaboration in applied contexts?
Ten Recommendations for Strategic Engagement
Engage senior management. Create regular interactions or briefings. Better yet, join the senior management team. Create a position that requires representation at the highest levels of your organization. If that’s not possible, put together an executive council. Integrate your program with the overcharging objectives of the organization, and be ready to flex as they change.