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There is no doubt we are all being impacted by the global Coronavirus pandemic. Despite the trying times, companies must ensure they do not fall into the same trap as they did with the Global Financial Crisis and not invest in their people and businesses. As many companies learnt from other global disasters, now is the perfect opportunity to be one step ahead of your competition and invest in the development, empowerment, upskilling of your people, whilst finessing your str

Encourage  multilateral communications and dialogue -  among peers and between employees and leaders — encouraging employees’ sense of voice, position, significance and purpose. Establish  strong company values - that employees can understand and know how to practice—increasing their sense of belonging, purpose and security. Set  challenging but achievable goals - to increase employees’ sense of challenge, learning and autonomy. Shift the focus from  hierarchy to community -

Companies are grappling with change more than ever before: a complex web of political, socio-economic, technology, legal & regulatory and environment factors along with the global impact of the Coronavirus are now combining to rapidly disrupt the business landscape. No longer can businesses be sure of their future security or who their competitors will be or where the next threats and opportunities will come from. This unprecedented level of disruption will polarise busines

Leading global industry analyst Gartner Inc. aptly describes digitalisation as ‘the use of digital technologies to change a business model and provide new revenue and value-producing opportunities’. Leading organisations continuously examine the nature of next-generation digital skills and consider the profound rewards available to those who upskill their workforces. The success of any business is built on the back of sound business policies and active talent management and

Organisations continue to invest heavily in the development of their workforce but have they got it right, enabling growth and opportunity leading to profit growth. In order to maximise opportunities, companies need to invest in the soft skills of leadership – the most critical being that of creating the right work environment for their people. Where employees feel a sense of safety and security created by their leader, there is an increased level of trust, co-operation and

Who should be driving the Strategic Direction of the business? This is a question many companies ask themselves when planning for the security of their future. Many companies use external consultants to assist in such activity and this has proven to be very successful for many of them. Developing the strategy is one thing but driving the strategy is completely different. The best strategy is worth little if it is not a living, breathing part of the business, being driven by

RdL would like to take this opportunity of thanking all their loyal clients, suppliers and graduates for their commitment over the past 12 months. We wish you all a very Merry Christmas and a prosperous and exciting 2020.

1 on 1’s are not about performance and project updates, they have 3 key functions; Provide feedback – get the right balance between praise and constructive feedback. Provide coaching - this helps the person grow as a leader and to build their career within the company. Build rapport – this comes down to taking time out to listen, build trust and earn respect from all of your people

Performance reviews have traditionally been a once a year or if lucky, a twice a year event that assisted in determining the employees annual pay rise, where applicable. This process has always been seen as being highly formal and scared both the employee and manager. This old style of managing performance was more of a bottleneck for growth rather than an enabler. With the ever increasing demand for autonomous roles within company’s, this old style of managing a person’s p

Organisations now have a deluge of information available at their fingertips, including customer information, employee and customer demographics, sales volumes, and performance and KPI’s results. With this data we have all the makings of solid fact based decisions with a high likelihood of making the right decision – right? We must be careful we do not fall into a state of “Paralysis by Analysis” with all the data we have. We must never underestimate the value and importanc

You may recall in one of our previous newsletters we introduced you to the term of Gamification. Gamification will continue to be a very strong focus in 2020. We need to make assessment, education, reviews and improving standards an activity that is fun and fulfilling, not just for the employee but also delivers great results for the company. Many old style company’s struggle with the Gamification principle and feel that making it fun will lessen the learning experience and

Since Personnel, HR or People and Culture have been around the focus has always been on the importance of the human connection, but has the HR Team been left behind? Successful organisations are turning toward digital technology more and more to assist them in getting messages to all of their people. Whether you are located on the other side of town or the other side of the world, it does not matter when you have a solid digital platform that can deliver a consistent and hig

From an operational point of view there are many names for HR and it is not Human Resources, nor are they flattering. HR, or People and Culture as it is now often referred to, have traditionally had a poor reputation across many organisations as the policy police, putting the brakes on innovation and creativity resulting in a process and policy drive which in turn has stemmed the overall company results and built a wall around HR excluding them largely from the reality of wh

With changing times and the free flowing profits of old no longer an everyday part of life we drive for increased outputs from our people. There are a few very loyal employees that accept the challenge and bend over backwards to assist the company in achieving the result, but the reality is the new generation do not appear to have this same level of dedication and commitment. Their focus is on self rather than on company. So what can we do as leaders to build loyalty and co

In business we often hear about staff motivation and the pressures on management to improve staff motivation and staff turnover. We have always heard that we can not directly motivate people but need to create the right environment for them to motivate themselves. With this, we have always worked on trying to create the right environment, ensure we hire the right people, looked at teams and many other aspects, but the reality is we may have been doing this all wrong and mis

Preparation by both parties is extremely important. Make sure you know what you want to discuss covering the entire review period Complete a self-appraisal at least 1 week in advance Create a win folder that summarises your year. If you do not have this, review your calendar and emails to help you remember the period that was Think about your goals and see how you can bring them into your review Share you career goals with your manager Your review is an opportunity to share w

Below we have listed 5 simple tips to assist you in becoming a better coach Be a great communicator Ensure you are dependable Show loyalty to gain loyalty Encourage change and growth and do not hinder it Play the role of an educator

Below are some simple tips to assist you in maintaining or building a high performing team. Show appropriate leadership Ensure you and the team have clear objectives Demonstrate you are open and accepting of new or different ideas and ways of doing things Provide a safe environment where your people feel support and trust Encourage robust discussions where the team agrees the best way ahead Ensure there are regular reviews and monitoring and do not be afraid to change if need

We see it time and time again, senior managers thinking they are the only ones who know how to fix what may be wrong. The reality is that the people who are doing the doing day after day are the ones in the best position to share with management what could be done to fix it or make it better. Failure by management to listen to their employees leads to a culture where employees just give up sharing because no one ever listens to them. Recent work carried out by RdL proved th

Coaching has been a part of business now for many years but is it really adding value to the organisation and the individual undergoing the coaching? Organisations that have the right focus and intent in their coaching program have most success. People often mistake coaching with performance management and it is not. Coaching is successfully partnering with an individual with the ultimate goal of highlighting their talents and using these to assist them in personal and prof