What I am going to be talking about is not far-fetched. The things I am talking about are day-to-day tasks that make up every employee’s working day. It is in these day to day tasks that we get to understand behaviour and the manifestation of culture. These four are examples of things we might find
Category: talent, learning and organisation development
This is an introduction to 3 posts that I am writing to expound upon my interpretation of the performance architecture as a foundation to discuss the 4 HR practices In the subsequent posts, I will explore each of the HR practices using the principles of the performance architecture as a foundation. These series of posts
Every job, role has a purpose (somehow this doesn’t get emphasized in the actual day-to-day lived reality of a role). This purpose is the value associated with the results the role has to achieve. The results in turn are achieved by how well the actions the role is expected to execute are executed and how
I was reflecting on the way we approach hiring people in to a role. In the spirit of role fitness and appropriateness, we focus so much energy and time on validating performance readiness such that the applicants’ approach to securing the role is to demonstrate as convincingly as possible that “They are ready and can
In a previous post I spoke about knowledge, skills and behaviour which are normally the objectives of training and learning design efforts tend to be framed. In this post, I want to expand further on all three however, instead of talking about behaviour, I want to talk about wisdom as a objective. The first thing
Learning shouldn’t really be something we push on people, it should be the natural response of an individual to their inability to achieve a desired outcome or behave in a desired way. Education on the other hand tends to be pushed as the decision is made for the learner at at a time when they
So what value are you trying to deliver? What results are choosing to pursue? How is this influencing the actions you choose to perform and how you choose to perform them?
The alignment of job design with performance management and talent management in relation to corporate strategy for success creates the right conditions for the full capacity and evolutionary potential of every employee to be fully available to any organisation to which the employees belongs.
If 4 people start an Organisation, each with unique specialist skills, then one would say each person helps their Organisation achieve the necessary goals related to their areas of expertise by doing what they do best on behalf of the other 3. Their capability directly implies the organisation’s capability. When the Organisation requires new capabilities
I spent about 13 hours on a Singapore airlines flight coming back to Singapore from London, after having been on a Lufthansa flight from Philadelphia to London for 9 hours. Spent most of that time alone with my thoughts. I found my self thinking about a framework for designing learning that focuses on the whole