Author Archives: Anne Hamill

Most organisations subscribe to the idea that 70% of learning should be by undertaking stretching work carried out on-the-job, 20% should be learning from people, and 10% via courses and reading. Are you equipping your managers to manage the 70%? The 70-20-10 model can’t be successful without this essential ingredient.

Assessment centres are employed with one precise objective: to be more objective and reliable in assessing talent. Yet many ACs we’ve seen have 2 inherent biases in their design that are rarely discussed. The principle of AC design should be simple. Let’s take an AC designed to pick entry onto a graduate or a high potential scheme.

Today’s article is a short one, just a challenge to accepted thinking about ‘networking’. It sometimes seems that you can’t move without bumping into the notion of networking, and how important this is in getting ahead. Mention ‘networking’ and a lot of people will inwardly groan. Do you know people who feel that way? They don’t challenge the need to network, but they don’t like the idea of actually going out and doing it! Perhaps they should challenge the need to network

If you’ve been in HR for a while, you’ll realise that an awful lot of the standard tools that we provide have not changed for decades. For example, the standard performance-potential matrix (or 9-box grid) dates from 1957! See our Talent Manager – Think Potential toolkit, to see how we’ve reinvented this for the 21st century. Another longstanding (outmoded?) tool is the Personal Development Plan or PDP. In this article we look at a 21st century replacement for the PDP.

How do you create a culture where people actively drive their own careers? In the 21st century it should surely be desirable that people are driving their own development and careers. Yet there is a common problem – that people are relying too much on their manager