RESOURCES
Here we share our thoughts and information on the evolution of managerial practices and, more broadly, on Competency-Based Management. Feel free to draw inspiration from them, share them with your colleagues and share your experiences with us. Enjoy your reading.
Middle managers: give them back their power!
As the keystone of a company's business, middle managers have a direct influence on customer satisfaction and company performance. And yet, according to a Boston Consulting Group study conducted in partnership with Sciences Po Alumni's Human Resources Group and involving some 100 HR managers, these managers remain a largely unrecognized group.
Reconciling employers’ expectations and employees’ desires
ADP Research Institute®[1] conducted an online survey of over 5,000 employees and 3,000 employers in companies with 50 or more employees in 13 countries. The result: a gap between employees' perceptions and those of their managers (recruitment, talent retention and management, corporate performance). More than ever, HR has a role to play in the evolution of Work 2.0... So what are the key (skills) for success in this role?
Managers: key skills for success?
In organizations, managers are the backbone linking staff to management, strategy to implementation, and individual interests to collective ones. They actively contribute to giving meaning by motivating each person and helping them to develop, by organizing the work, by monitoring it and by mobilizing collective intelligence to achieve the expected results.
So what are the key (skills) for success in this role?
Talent shortage: myth or reality?
According to a new study by France Stratégie, recruitment difficulties are linked to companies' inadequate or non-existent skills management policies.
The Curse of Talent 3/3
Have you identified the signs? By following the advice of Jennifer and Gianpiero Petriglieri, professors of organizational behavior at INSEAD¹, and trusting the experts at Skillspotting, you can break the curse.
The Curse of Talent 2/3
According to Jennifer and Gianpiero Petriglieri, professors of organizational behavior at the European Institute of Business Administration (INSEAD¹), who have worked with future leaders for over twenty years, "you can't shine under the spotlight of opportunity or the magnifying glass of expectations for long without burning out, except by putting certain safeguards in place".
The Curse of Talent 1/3
Instead of accelerating the growth of rising management stars within the company, putting them into orbit too quickly often has the effect of slowing down their development, reducing their commitment and ultimately damaging their performance. Thanks to the knowledge of Jennifer and Gianpiero Petriglieri, professors of organizational behavior at the European Institute of Business Administration (INSEAD¹) who have worked with future leaders for over twenty years, and the expertise of Skillspotting, learn how to recognize and break the "Talent Curse".
Human capital: a key performance asset 5/5
In this final instalment of our saga, we take a closer look at the challenges, MPC focus and sources of performance of the fourth function of an MPC focused on Human Assets: the transmission function.
Human capital: a key performance asset 4/5
Let's now take a look at the challenges, the MPC focus and the sources of performance for the development function of a Human Capital-oriented competency-based management approach.
Human capital: a key performance asset 3/5
Today, we'll be looking at the challenges, the MPC focus and the sources of performance for the organization function of a Human Capital-oriented skills-based management approach.