More than 35 per cent of business owners in the UK fear that their management team will cause them to hit a growth ceiling.
Study involving over 1200 senior directors and executives reveals the challenges facing top management
The number of senior managers in financial services firms could be held personally responsible for mis-conduct has rocketed to 72,000, according to new research from law firm Cleveland & Co.
New research suggests a core competency shortage with 50 per cent of management candidates lacking leadership skills and 49 per cent of staff level candidates lacking functional, job-related skills.
In a world where there are more and more regulations to identify and adhere to in the global mobility space, compliance to social security regulations, employment rules and a host of local and international laws is one of the key challenges for mobility professionals. And, as the world becomes more volatile, uncertain, complex and ambiguous, specialist knowledge and team work are defining characteristics of global mobility work.
Talking politics with colleagues can lead to all sorts of problems, particularly when there is a disagreement in political points of view
On Wednesday night, Sam Allardyce left his job as England manager after he was caught telling undercover reporters how to bypass rules on player transfers.
Global businesses face a number of serious challenges, ranging from the implementation of a new IT system to a complex change management process, or expansion into a new market. Large projects, worth more than $10m, are twice more likely to be late, over budget and miss critical features than small projects.
More than 17 percent of new technology initiatives fail, sometimes, according to McKinsey, generating large enough cost overruns so as to put an organisation’s future in jeopardy. Even successful projects often fail to achieve the full range of intended benefits. In the case of a technology project seeking to hit its mark – from staying on budget to achieving the desired results – these failures can often be traced back to shortcomings in how the human element of the project was managed.
While 85 percent of employees feel appreciated by their direct managers, only 57 percent feel appreciated by senior management.
It’s a constant bug bear of mine that people think employee engagement simply means happy employees! It doesn’t. It’s not true, and I even have evidence to prove it. Let’s start with basics, what does employee engagement provide to the workforce?
Employee engagement is something every organisation desires, but few know how to achieve. In this article, we approach the issue from a different angle. We argue that an effective way to raise employee engagement is to improve an organisation’s ability to manage conflict quickly, informally and collaboratively. This is because conflict at work, when badly managed, can have an immensely detrimental effect on employees’ motivation, commitment and levels of engagement. Conversely, if employees are able to transform potential conflicts into opportunities for greater creativity and deeper relationships, this will positively impact employee engagement.
The millennial generation, long associated with the youthful cutting edge, is now heading towards early middle age. This means that more and more millennials are reaching the upper heights of the career ladder and are now assuming senior management positions. The latest Symposium organised summit titled ‘Talent Management and Leadership Development’, held yesterday at the Hilton Hotel in Canary Wharf, London, considered the effect this generational change in leadership will have on the workplace.
Businesses are increasingly opting to reduce management in order to become more adaptable and reduce costs. Research carried out by PurpleBeach found that while 51 percent of businesses surveyed had increased headcount in the last five years, only 28 percent had added new management layers.
The second in a series of guides from Paul Russell, director and co-founder of The Luxury Academy.