Right Management – Talent Solutions

Owning my career: how to take ownership and proactively manage your career

In today’s ever-changing world of work, taking ownership of your own career is vital in ensuring you enjoy a fulfilling professional life. But what does career ownership actually look like? Career progression used to be about climbing the ladder; striving to move up the organisation into a more senior position.

The importance of psychological safety within the workplace

One of the most basic things any organisation can provide its employees with is an environment and culture that fosters psychological safety. And yet research shows that a significant portion of the workforce are continuously being failed by their employers in this regard. Two key cohorts are those experiencing menopause and imposter syndrome.

There’s nothing soft about the power of interpersonal skills in leadership

In a world where most people are talking about how AI and technological advancements are going to necessitate the development of new technical skills, the importance of interpersonal skills is seemingly going under the radar.

Riding the rollercoaster of transition – dealing with workplace change

Businesses and employees are coexisting in a highly volatile, uncertain, complex and ambiguous world, whereby organisations are having to make hard decisions regarding redundancies, and employees are faced with a sense of unprecedented overwhelm – both professionally and personally.

How assessment can help build the foundations for more diverse leadership

Achieving diversity within the workplace, and specifically at executive level, has been a long-standing challenge within the world of work. A more diverse workforce brings with it a broader range of experiences, skills and perspectives that are fundamental for creativity, productivity and business success.

Why exit interviews should be a central component of any talent retention strategy

A combination of rising energy costs, inflation and the cost of living crisis means that many organisations will have less capital to invest in recruitment – with 21% of UK businesses feeling cautious about hiring new employees or contractors in fear of a recession, resulting in hiring intentions falling 10% year- on-year. At the same time, employees are looking for improved renumeration to help manage the personal impact of the same economic factors. This is likely to lead to a disconnect between businesses and their workforces, with employers wanting to retain talent but lacking the financial capacity to raise salaries in line with what their employees are demanding.

Protecting culture when the leadership mantle is passed on

The demands placed upon leaders and their businesses by employees are continuously evolving. They are expected to understand, reflect and respond to the values, wants and needs of their entire workforce, especially if they wish to retain talent in an extremely competitive market. And recent ManpowerGroup research has identified a number of workforce trends that are driving a response from leaders across all sectors.

Retention, recruitment and reskilling in the New Human Age

Recent ManpowerGroup research has identified a number of workforce trends that are demanding attention from employers; two of which are particularly prevalent in regards to the talent shortage being felt across the globe – shifting demographics and individual choice.

How coaching has the power to help quiet quitters find their voice again

As ongoing economic difficulties driven by rising energy costs, inflation and the cost of living crisis mean organisations are less able to invest in recruitment, many business leaders will instead be looking to maximise the potential of their existing workforce. However, the quiet quitting trend hasn’t gone away, and so while business leaders are contending with increased running costs, they’re also relying on employees who may have mentally checked out of their roles to drive results for the organisation.

The great resignation: Is your knowledge safe?

A growing challenge for many organisations is a lack of knowledge management. Research by Visier has found that the number of resignations among people aged between 40 and 60 increased by 35% from 2021 to 2022. And to make matters worse, it’s the longer-serving, more experienced employees who have left – with the number of resignations among employees who had been with their employer for longer than 10 years increasing by 64% over the last year.