Recruitment

Talent selection, remote working, and psychological safety are among the topics covered on the Start, Scale, Grow podcast with consulting psychologist Cameron Nott

New research sends clear message to team leaders

How to decide if and when to include personality assessments in the selection proces

If not, you might be part of a hybrid strategy that’s about to fail.

As employees return to the office, they’re expecting more flexibility in their social contracts with employers. How can HR help?

Fortune 10 senior OD consultant talks about CPI 260 certification experience

Personality, gender stereotypes and leadership

“We’ve got our own competency model” sounds like an innocent phrase, but can be worrisome to an external consultant. Not all competency models are created equal, and even good ones can present a challenge to those of us who have to assess people against them.

We’ve all heard the horror stories about bad business decisions. Way back in 1876, Western Union turned down an offer to buy the patent on the telephone, as the device clearly had ‘no commercial possibilities’; more recently we could cite Kodak inventing the digital camera but then doing nothing with it (because it could have cannibalised their film business) or Lehman Brothers borrowing hugely just before the housing bubble burst. With the benefit of hindsight, it is easy to see how wrong these decisions were, but the sad truth is that we are all prone to biases in our decision-making.

1.5 billion people in the world own a smartphone. That’s almost 20% of the world’s population; and in the US and Europe, 60% of the population own one. Such a ubiquitous device has become part of our daily lives. Many of us have it on hand at all times to check the weather forecast, get directions, access our text and email messages and read the latest news. Indeed, the average user spends three hours per day on a smartphone and 15% of all global internet traffic originates from smartphones.