APS Blog

Is Sustainability an HR issue?

Wed, 15 Nov 2023 12:00:00 Z

We hear lots of discussion about sustainability, but within organisations, who owns it, and who should be seriously focused on driving actions that can make a difference? The CEO? Finance? Operations? Probably all of them. HR is uniquely placed to add substantive input and energy in this critical area.

The challenges of sustainable business practises can run from the decision to pay a living wage, to how leaders are developed to create the right levels of psychological safety in order to create a more innovative environment where new solutions and initiatives can be developed and exploited.

The employee value proposition is also important in attracting and retaining new talent for the organisation, bringing in new skills and important values.

With green agendas driving everyday decisions in technology, purchasing, legislation, and of course, climate change, sustainability is now a top priority.

The CRF event 'HR's Role in Sustainable Business' featured presentations from thought leaders and practitioners, as well as interactive discussions. Here are some of the key takeaways that our trusted advisor Rob Field captured:

HR has a strategic role in talking about the Why and the How of Sustainability and getting aligned, driving clarity and keeping it on the agenda.
Creating and developing the right culture for change, innovation and diversity of thought can add great value.
The employee value proposition is a key aspect of attracting the right talent, focused on sustainability and creating new value.
Helping and supporting leaders to look outside the organisation for collaborative opportunities, and in preparing leaders in developing skills to facilitate change.
Employee participation is essential and HR can create opportunities that engage others.

The event concluded with a call to action for HR to take a proactive and leading role in driving sustainable business. Sustainability is not only a moral imperative, but also a strategic opportunity for organisations to create competitive advantage and long-term value.

Further Reading:

CRF Research Report: HR’s Contribution to Sustainable Business https://www.crforum.co.uk/research-and-resources/research-hrs-contribution-to-sustainable-business/

As programme partners Advanced People Strategies (APS) look forward to continuing their relationship with CRF in 2024.

Evidence-Based Coaching and Ai - Key Takeaways

Wed, 27 Sep 2023 12:00:00 Z

As CRF program partners APS ran a masterclass ‘Evidenced-Based Coaching and AI – Driving Strategic Self-awareness, and Pace for Greater Impact.’ at CRF’s event ‘Coaching: Maximising Business Impact’ event, Church House, London UK on the 20^th September 2023. Attended by some of the leading HR Leaders and specialists with responsibility for coaching, management development, learning, talent, and career development.

APS' Learning and Development Director, Rob Field, and Senior Learning and Development Consultant, Mike Davies, presented an interactive session sharing insights and a powerful case study.

Organisations need results, and to achieve them ever more quickly. Coaching can be seen as slow and ‘conversational’, often seen by the recipient as valuable but not always providing tangible results for the organisation. Typically focused on senior leaders, how can coaching be democratised and line manager coaching ability developed? How can evidence and data provide enhanced self-awareness, inform on potential blind spots? Can AI help equip the coach with the objective information they need to inform interactions and improve focus? What tools can and should be used to help achieve tangible results and is AI a powerful tool or a risk? What role does practice play?

Key takeaways:

Effective coaching is a highly collaborative process, which is focused on the needs of the coachee and the organisation.
The impact that coaching can have is significantly enhanced when it is supported by evidence and insights from data sources and feedback as this helps to inform the focus areas and style of coaching which will be most beneficial.
Measuring ROI in coaching can be complex, but establishing ways to evaluate and demonstrate the benefit is essential.
Ai and L&D White Paper: what are the implications and what you should know.

Connect with Rob rob@advancedpeoplestrategies.co.uk
Connect with Mike mike@advancedpeoplestrategies.co.uk
Arrange a 1:1 with Rob or Mike to discuss your unique business challenges.

Better Decisions: Making Sense of Complexity - Key Takeaways

Wed, 15 Mar 2023 12:00:00 Z

It’s events like today that remind me just how challenging it is for leaders in our complex and complicated world. Juggling decisions and achieving goals with so much ambiguity, considering consequences, process, information, and politics.

As CRF program partners I got to hear insights from keynote speaker Dave Snowden, Director of Cynefin, who opened with points around not having end goals. Small fluid movements in the right kind of direction lead to doing the next best thing. Focusing on the next best decision avoids aiming for the wrong goal and keeps organisations flexible and agile in times of crisis, and fast-moving market trends.

Naturally, I’m considering the impact of layering personality on top of this theory - how do our values play in here? If we are driven by security, traditional and long-term goals, how comfortable will this feel? If decisions should be made to keep options open rather than to solve a problem, how do people who value results and success feel about this fluidity? Self-awareness as well as team data around collective values and motivations would help to identify areas to support strategies for those who might need more energy to change their ways of working.

I really loved the concept around informal networking to solve problems with small groups of 3 cross-functional people sharing ideas to make decisions. Psychological safety is a hot topic with our clients and creating these networks of mini teams would help to increase trust within organisations, reduce politics, speed up decisions and increase relevant information flow.

Effective Succession Management: Latest Research

Thu, 19 Jan 2023 12:00:00 Z

Recent CRF research co-sponsored by APS culminated in a full day’s event “Effective Succession Management” held in London UK, the imagery used to brand the event was a Rubik's Cube. Much like the infamous puzzle, HR professionals consider succession management a challenge. But also like the puzzle, once the keys to success become clearer, the solution seems obvious. The recommendations coming out of the research should come as no surprise – of course, there should be clarity around purpose, alignment with business strategy, “thoughtful transparency” and so on. We inherently know these things work.

It is surprising, however, that only 14% of CRF research respondents currently use diagnostic testing, and only 26% use a high-potential framework. When there is so much at stake with leadership choices and talent development, the results may be a sign that not enough is known about available evidence-based methodologies. Reliable data, from inputs such as psychometrics, development centres and multi-rater feedback offset the inherent bias of self-reporting and manager ratings, and when used professionally, add value to an organisation’s talent review process.

The Politics of Potential

Mon, 09 Jan 2023 12:00:00 Z

HR professionals typically agree that a more integrated, transparent, and strategic response to succession management is needed. Identifying high-potentials is part of that need and now, more than ever, succession management requires a reliable yet delicate approach. As outlined in 'The Politics of Potential - how organisational politics are poking holes in your high-potential programme', the old ways of selecting and developing leadership talent needs a shake-up; and the skills necessary to emerge as a leader aren’t the same as those required to perform effectively as one.

Adding a data-driven approach, based on reliable psychometrics and a verified high-potential framework can add value to a company’s succession planning toolkit. This e-book discusses the risk organisations take if they only focus on politically savvy 'go-getters'.

As a way to reliably assess the strengths and challenges, values and drivers, and possible career derailers of each person as a unique individual, Hogan’s model offers a comprehensive application along these three leadership dimensions:

1) Foundations

2) Emergence

3) Effectiveness

For more information please contact heather@advancedpeoplestrategies.co.uk

CRF - Future of Learning Conference

Fri, 11 Nov 2022 12:00:00 Z

Advanced People Strategies, leadership and talent development specialists. Authorised Hogan Distributor UK & Ireland, joined Corporate Research Forum (CRF) at the ‘Future of Learning Conference’, in London on the 10^th of November 2022.

Held at Church House, Westminster, HR Directors, Senior L&D and Talent Specialists attended this unique location that combines historical charm and cutting-edge technology. With attendees also joining parts of the conference online, the ripples of the recent pandemic stretched far and wide shaping some of the themes of the day:

Assessing how the pandemic impacted learning, the business context that is driving today’s agenda, and the learning challenges that organisations are facing.
Discovering the future of learning – it's strategic, collaborative and continuous, and evidence-based. What does it mean to have a more strategic learning strategy, and how are leading organisations linking learning strategy to business strategy?
How can a learning mindset, new (and old) technologies, and managers support the new imperative of connected, constant learning?
What is the value of using evidence to inform learning, and what is the gap between where many organisations are and where it would benefit them to be?
Understanding how the future of learning poses an existential threat for learning functions – they must evolve, or risk becoming extinct. What new capabilities are required?

The Future of Learning - Round up

Fri, 11 Nov 2022 12:00:00 Z

There are several factors that make The Corporate Research Forum’s (CRF) latest research significant. With recession looming, organisations will inevitably review budgets yet, learning can make a significant contribution if it has the right approach and focus. Understanding the organisation and the strategy allows L&D to focus on outcomes.

What is keeping business leaders awake at night?

Certainly not what leadership programmes are being offered! 87% of executives report skills gaps in their organisations! Knowing their issues and helping solve real business problems gets people’s attention and adds measurable value. Seeking out data and being able to consider the measurement of the intervention allows for the alignment of resources and a focus on the skills or behaviours required to drive improvement.

How would L&D reduce error rates that lead to customer dissatisfaction for example?

Measuring the real cost of not fixing the problem versus an intervention can generate support and ensure that where skills are developed, people can see the relevance of building and developing them. A recent McKinsey survey found that only 25% of respondents believe that training measurably improved performance.

This isn’t to say that L&D departments need to be removed, rather about shifting to how the function adds value and clearly talking to the organisation in those terms.

What is the story about how investment is measured and how the activity and energy in development will make the organisation stronger or more able to keep up with the demands of the market or customers?

Getting outside the function and being curious about the organisation and how it works and provides products or services is essential. What experiences can L&D provide to develop skills? At APS we have been focused on skills development rather than knowledge for a long time. We developed SkillsPilot for this reason.

Download event insights

Accelerate Leaders’ skills and readiness for the next level

Fri, 21 Oct 2022 12:00:00 Z

Building and nurturing a leader talent pipeline is easier said than done and way beyond a simple list of step-in names for disaster recovery planning! Evidence for readiness to step up to the next level is more than a qualification and current role performance. Preparing and supporting the right people to create vision and strategy, and enthuse others in today’s volatile world is surely an imperative.

Understanding individual aspirations and values is the first step to exploring: fit to roles, potential career paths, work climate, or cultural impact. As this translates to natural behaviours, skills and signature strengths emerge. We thus know the ingredients for success.

Readiness to take on bigger roles is typically gained through experience, the pace of this can be planned placement in various business areas or simply left to chance. Placement can definitely help and such exposure certainly helps with the understanding of different channels and cultures. This of course can take significant time, upheaval, and frustrations of tuning in, not just to the participant themselves but to others around them. Also, Leaders may still not have sufficient exposure to the broader pressures, issues and decisions dealt with at the next level up.

Hogan can provide validated evidence around, reasoning ability, motivational values, and natural behaviours to predict success in senior leadership roles. This can help objectively identify possible stars of the future. The new SkillsPilot platform provides participants with exposure to typical problems for the next level of Leader to address in real-time. It can even include custom issues aligned to a business context. Such challenges are scheduled as a meeting and fit in calendars just like other meetings, minimising disruption and emulating the real-world.

So objectively identifying and accelerating talent readiness for the next role is much easier, more time and cost-effective using today’s technology.

CRF members' can trial any of these tools at 50% off normal fees. Find out about Hogan Assessments, SkillsPilot or have a chat with Rob to find out more.

Rob Field
Learning and Development Director

+44 (0)1327 437 000
rob@advancedpeoplestrategies.co.uk

Applying Social Science to Behavioural Change

Wed, 30 Mar 2022 12:00:00 Z

Many organisations are focused on behaviour change as they consider the leadership requirements in the new hybrid working environment that is emerging from the pandemic.

With remote working, the need for agility, coupled with strong levels of engagement, means that the status quo is not the answer. Getting people to let go of existing ways of operating and embrace new ones can be challenging. Leaders who understand and consider the motivations that people have will help accelerate this behaviour change.

There needs to be a motivation to change. There also needs to be self-awareness!

Understanding what behaviour, the organisation needs from leaders is essential for effective recruitment, and in promoting and developing the right people. The challenge is to shift away from overly charismatic leadership and instead spot talented people who may be more humble; these are the people who can help drive engagement and productivity in those they lead. Those more humble leaders may be hiding in plain sight.

HR leaders should understand the science behind behaviour. They have a key role in creating the right culture and conditions for change within the organisation. Knowing what good looks like and then being able to objectively assess this is essential. Providing effective feedback is also critical. Do leaders fully appreciate the impact they are having on the culture and climate around them? Disruptive, or overly self-oriented, behaviour may be easier to spot than ‘laissez-faire’ leaders who simply let their teams and others get on with it, avoiding performance discussions, failing to offer feedback and/or failing to provide clear direction.

Both disruptive and absentee leadership have negative implications for behaviour change, organisational culture, and performance.

Assessing and measuring motivations and behaviours and providing leaders with clear feedback and development helps drive change. Systems, processes and tools that are connected and utilised effectively add value. Engagement surveys, 360 feedback, reward systems and performance management can help to provide insights and to spot challenges early. This in turn can lead to earlier intervention and support that can help leaders thrive.

The CRF Research Paper: ‘Applying Social Science to Behavioural Change’, looks at behaviour change and its obstacles. Change is never easy. Sharing tools, case studies and examples, CRF have taken a practical approach to help enable this.

The two-day immersive workshop hosted by Corporate Research Forum (CRF), with contribution from Advanced People Strategies explored the science behind behaviour change and uncovered HR’s role in creating the conditions for change.

During the online session, CRF’s Carmen von Rohr, PhD led the conversation with Dr. Grace Lordan, Founding Director of The Inclusion Initiative and Associate Professor at The London School of Economics and Political Science (LSE) to explore the key considerations for approaching behavioural change. These included:

✅ Do you understand the organisation and have clarity about what it wants to achieve?
✅ Are people aware of their own behaviour?
✅ Is feedback being given effectively?
✅ Are strategies in place to support the behaviour change?

Read the Full Paper Here

Access the Video Session on the CRF Website

Key Takeaways

Coaching and Mentoring…Getting the returns you need!

Mon, 10 Sep 2018 00:00:00 Z

In organisations today, change is constant, rapid and relentless. Learning needs to follow this, but helping individuals and teams in this context is always challenging.

Coaching and mentoring have a key role to play in learning and development. Though the terms are often used interchangeably, they describe very different practices. Mentoring refers to learning from a more experienced person who shares their experience, which coaching is about being guided and supported to question and consider changes.

Solid mentoring relationships can create opportunities that otherwise would not exist. The sharing of knowledge, experience and advice that is inherent to the mentoring relationship is helpful as it can accelerate the learning process. However, there is also a risk that mentoring can perpetuate the use of already tried and tested approaches and create a feeling of obligation for the mentee to follow the advice of their more senior and experienced mentor.

Great coaching is designed to free one’s thinking, to stimulate much deeper reflection on motivations, and to increase self-awareness. Coaching allows time and space in which an individual can reflect on what energises and what drains him or her, in conjunction with values and beliefs. Coaching encourages individuals to identify their personal goals, create a vision for their future, and determine how they will move into that future space. The power of coaching comes from coachees themselves driving the agenda and making choices that they want to commit to.

Clarity of understanding and awareness are precursors to making impactful decisions. They assist with what to focus on and how, while supporting meaningful performance improvement. Developing awareness leads to building new skills and modifying behaviours. Using quality assessment techniques (those that are objective, pay attention to context, and are rooted in social science) can accelerate this process. Raising self-awareness and seeing clearly the enablers of and barriers to success are critical to performance improvement and/or to creating action and change.

In Hogan assessment terminology, knowing what can derail you is an advantage and a driver in creating the desire for change. Assessments are not about judging people; they are about surfacing an individual’s strengths, challenges and behavioural tendencies as quickly as possible so that the coaching time can really explore them. In simple terms, knowing what you are like at your best and knowing what happens to you under pressure is the first step in developing strategies to modify and limit the effect and impact of us at our worst!

Increasingly organisations are under pressure to deliver for their customers and the time for development is often heavily circumscribed. Developing talent is critical to business success so effective coaching can add real value. Performance, motivation and engagement go hand in hand.

How can organisations use coaching to add value?

Start by developing your managers’ and leaders’ coaching skills. If they are effective coaches themselves, they will better appreciate the benefits this style can bring. It will impact the culture of the organisation. It will drive engagement, ultimately adding to the bottom line through improved performance and discretionary effort.
Consider using external coaches. External coaches bring neutrality that can offer further benefits and can challenge coachees in ways that internal coaches may find difficult. This neutral element can also ensure that the coaching and the assessment remain non-judgemental.
Define the objectives of coaching and mentoring. Discuss these with the individual. Ensure that the coach, coachee and the organisation have alignment around what success looks like, what the current challenges are and the objectives of the intervention (a good coach should do this anyway!).

The context within which organisations operate is changing fast due to external factors, requiring new leadership qualities. Coaching and mentoring both have a place in developing these qualities. They can both be positive. But they are different and the difference matters.

Know the difference. Do both!

Why organisations have an executive coaching programme?

Because Leaders need to:

develop innovative strategies to evolve their business
progressively transform and align people with ever-changing market demands
adapt themselves quickly to changing role expectations and within 100 days!
demonstrate confidence and resolve in times of pressure and stress and lead from the front
be able to quickly build relationships with global stakeholders across cultural borders
increase productivity, efficiency and evolve innovative service
believe and assume the lead
effectively engage others
avoid derailment!

Learn More