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How looking at data helped strengthen our leadership pipeline

How looking at data helped strengthen our leadership pipeline
Case study: John Holland uses data for succession planning

How do you decide who to promote into senior leadership roles? Here’s how property and construction group John Holland uses data from Hudson Talent Management leadership assessments for succession planning.

 
 
 

Alternatives to redundancy: the four Rs of managing workforce change

Alternatives to redundancy: the four Rs of managing workforce change
In Japan there is a term called mottainai, which expresses regret when something good is wasted. For environmentalists, avoiding mottainai involves the four Rs of Reduce, Reuse, Recycle and Repair.

In my outplacement work with organisations, I deal with another form of mottainai: is the waste of talent that can occur when companies don’t proactively manage their workforce. When time is tight and with the imperative to cut costs or patch crucial talent gaps, companies often feel they have no choice but to do it reactively – wasting resources, in-house talent and hard-won morale.

Hudson avoids mottainai in the context of managing workforce change by using another principle of four Rs:

 
 
 

Three career transition lessons from an industry shutdown

Three career transition lessons from an industry shutdown
If your organisation only provides career transition support in the form of outplacement services for employees once they have been made redundant, you’re missing out.

There’s no such thing as too early when it comes to career coaching and transition support – especially for transforming industries.

If you’re in an industry or sector that is rapidly changing – whether that’s due to automation, digital technology or global economic shifts – you’ll know that some roles will ultimately become redundant as a result of changing skillsets and business requirements. For example, we’ve all seen this playing out in postal services, print media and publishing, financial services, and in manufacturing.

 
 
 

How success profiling can help you make better hiring decisions

How success profiling can help you make better hiring decisions
Any manager who has ever hired someone who didn’t end up performing as well as expected – or perhaps was a complete disaster – knows that recruitment selection can be an inexact science. As human beings, our unconscious biases lead us towards hiring people we like or who resemble ourselves. We can get swayed by CVs that tick all the boxes, or by someone’s impressive interview skills.

When a new employee doesn’t fit well into your team or struggles to perform, it can be a humbling experience to realise that you’ve made the wrong call – as well as being a negative experience for the employee and the team, potentially with serious consequences.

 
 
 

The most important leadership strengths for four different business scenarios

The most important leadership strengths for four different business scenarios
A politician achieves mass popularity due to a strong vision of the future, but fails to deliver on key promises.

A football coach leads a struggling team to victory, but gets fired the next season as the team can’t maintain their winning streak.

A manager delivers on a major project, but most of the team quits within a year.

I’m sure we’ve all seen people who clearly have exceptional leadership strengths, yet are ill-suited to the situation they are in.

 
 
 

Hiring for cultural fit: why managers find it so hard and get it wrong so often

Hiring for cultural fit: why managers find it so hard and get it wrong so often
I’m sure we can all think of a time we’ve worked with someone who wasn’t a good cultural fit. For hiring managers, you might even think of a specific person who you hired with high hopes, who turned out to be a square peg for a round hole.

I’ve heard of a case where only three weeks after starting, the new hire decided that the role and the company wasn’t what she wanted. She didn’t share the values, nor did she feel challenged in her role. Yet when she was hired, she had the perfect resume, interviewed well and what she said seemed to point to the fact that she wanted to work for the organisation.

 
 
 

Don’t forget the big stuff while you sweat the small stuff

Don’t forget the big stuff while you sweat the small stuff
As leaders, sometimes we can become so busy with our heads down, getting things done, that we can forget to look up and see how the world is changing around us.

In today’s volatile, uncertain, and ambiguous business environment, it’s important to use the leadership quality of vision, to gather information and make a critical assessment of whether we’re still heading in the right direction, so we can make adjustments if necessary and take advantages of opportunities in a more agile way.

 
 
 

Why we all need to start thinking, and acting, ‘like a boss’

Why we all need to start thinking, and acting, ‘like a boss’
I have a question for every professional reading this: Do you consider yourself a leader?

If your answer to that was “No”, it might be time to re-think how you approach your job and your career.

 
 
 

295 Days: How One Leader Inspired His Team to Achieve a 'Miracle' in Under a Year

295 Days: How One Leader Inspired His Team to Achieve a 'Miracle' in Under a Year
Nothing warms our hearts more than seeing the underdog triumph over adversity to rise to the top of their field. The recent upset win by Leicester City Football Club of the English Premier League is a story not only of great team work but of courageous and inspired leadership.

Leicester City recently stunned the world of football when, after being at the bottom of the table for much of last season and only just escaping relegation altogether, they became English Premier League champions for the first time in their history.

 
 
 

Off the Rails and out of Control: The High Risk of Leadership Derailment

Off the Rails and out of Control: The High Risk of Leadership Derailment
Have you ever worked for a “bulldozer” boss? Someone so focused on results that they leave a path of anxiety and intimidation in their wake? Or how about a “micro-manager” who leaves their imprint on every office matter while still complaining they have too much work to do?

If you can relate, you have probably seen a leader who is running off the rails. We all know pressure can sometimes bring out the worst in people, but when leaders of organisations lack the self-awareness to manage their negative tendencies the consequences can be profound.

 
 
 

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HUDSON
Hudson is a global talent solutions company. We help transform the workplace and unleash the full potential of organizations and individuals. Our expert team and proprietary tools provide you with unique insights and services that help you maximize your success. Across 20 countries, we deliver a range of recruitment, talent management and recruitment process outsourcing solutions to get you and your business where you want to be.