A job description is not a people description

Pretty much every job these days will will have some kind of job description (I say most – there will still be those organisations hiring people on a wing and a prayer).

But identifying the types of competences needed for a role does not always include the behaviours needed. Behaviours are what make us tick and form the basis of how we will approach a role. Read more

IiP & TRAINING – Part Three of a Series of Three.

It is a simple step to adopt the use of EFQM models for a Balanced Business Scorecard. A Balanced Business Scorecard will help you monitor how your different activities are contributing to the bottom line. Read more

Get line managers using psychometrics

A line manager who understands their team builds trust and respect which, in turn, generates better performance. Psychometric assessment opens people like and book and provides strategies to motivate and coach team members.

Reports from a psychometric assessment tool like The McQuaig System give tips on how individuals prefer to work based on their naturals strengths. Nurturing natural strengths (rather than ‘improving’ weaknesses) generates a far higher return on your investment.

HR can support line managers throughout the organisation by highlighting areas specific to line managers needs. Here are a few examples:

• an interview guide gives structure to interviews and provides questions to ask
• a management overview give shortcuts to understanding a new starter
• a self-development report will save a line manager hours of work putting together development plans for staff – and give a better outcome

All the reports above are available as part of The McQuaig System and available to unlimited licence clients at no extra cost. If you already use McQuaig ask your consultant how you can help your line managers discover what’s in it for them.

A Journey, not a Course. Evolution, not Revolution.

Leaders evolve over time, they are not born, but they can suddenly appear. Some leaders appear ready-made, but this is as a result of the positive contribution their upbringing and background has made. Leadership ability is not achieved by attending a course, you cannot get a genuine degree in Leadership. Read more

Leadership step 3: Self-Achievement.

Self-Achievement is about taking control of your life and managing yourself to achieve your goals and objectives either on your own or through the willing support of others. A classic definition of a leader is that a leader has “willing” followers. The leader has developed the skills to manage a broad variety of relationship types and the flexibility to adapt to constantly changing demands and circumstances. Read more

Leadership step 2: Self-Knowledge.

Self knowledge builds on the foundation of awareness. It is knowing the impact you have on those around you when you express your normal desires and how to control those actions to achieve the optimal result. So while self awareness involves internal exploration, self knowledge is outward looking and involves learning how to observe, listen and evaluate. Read more

Leadership step 1: Self-Awareness

Understanding who and what you are, what are your natural likes and dislikes are. Understanding your core temperament and how you respond to others is a critical bedrock for the development of Emotional Intelligence. This process requires the use of suitable assessment tools to create objectivity, and feedback from those around you in order to clarify and validate this evolving self-image. Read more

Flooded with Candidates?

A programme this week on ITV underlined this problem. It featured Alan Sugar and was aimed at helping young people who are finding it tough to find jobs. Apparently on average 250 people apply for every job advertised and only 15 are interviewed. Read more