Member Since: 20th Jan 2013
Business Psychologist with many years corporate experience in Senior L&D & HR roles. Founder of Actus Performance Management Software and Director of Advance Change Ltd a consultancy house that works with organisations to develop a high performance culture and embed better people management practice.
Professional interests include: Employee Engagement; Organisational Development Strategy; Talent Management; Performance Management & Appraisal and Management Development.
Personal Interests: Family; Reading; Netball & Wine - not necessarily in that order :-)
13th Aug 2013
Thanks for this research - one small point (potentially semantics as I am not disagreeing!) I wondered about the emphasis in the title on seeing the manager as 'real' - it feels a little back to front for me. If every manager took an interest in what made each team member tick as an individual and responded to those differences positively then that will generate trust and understanding.
The article does talk about questioning and listening and I agree, however not as a means to an end. In Covey's words - if managers learned to "Seek first to understand" first rather than seeking to be understood first then positive changes would be afoot in the workplace.
13th Aug 2013
This term big data is dangerously close to tech jargon for many HR professionals - possibly like the term engagement is for the rest of the organisation. I am intrigued as to whether we are ready to leverage this yet given that so much of what we do is still on paper or excel. Is this because the business benefits of HR related IT investment are so poorly understood that it gets de-prioritised? Or is it that we are reluctant or to scared to embrace it? To be honest I am not sure but I think we may have a way to go before we are ready to leverage the potential of big data!
What do others think?
2nd Apr 2013
Would you mind sharing the source of the survey?
20th Jan 2013
I go along with much of what is said in this article but would suggest that HR analysing what motivates people is unlikely to change much, particularly at a macro level as motivation varies at individual level. Surely better for HR to get managers to realise how important it is to understand what motivates people as individuals and look for ways to get the best out of them. That will drive individual motivation, engagement and results but HR cannot do it alone they need to work on the management culture.