How to Drive Culture through Leadership

| April 26, 2016

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Donald Kraft, Executive Vice President of Human Resources at clinical research organization ICON, discuss driving culture through leadership.

Spotlight

Human Edge Limited

We are one of Nigeria’s leading management consulting and staffing services companies. Founded in 1989 and privately-owned, we are an advisor to some of Nigeria’s best and brightest business organizations, helping them to achieve their vision through optimum use of their most valuable asset their people. Our wide range of professional support services are designed to help our clients attract, engage and retain the talent they need to achieve their long-term goals. Our clientele is made up of a diverse group of organizations, many of which are industry leaders in their own right. We believe their continuing success is the best measure of ours. If you are looking to crafting a unique business model and improving your company's productivity and profits, Human Edge is your partner for integrated HR solutions. We believe that your continuing success is the best measure of ours.

OTHER ARTICLES

What to Do When You're Out of Work

Article | July 13, 2020

Unfortunately, losing your job never comes at a good time. The sudden loss of income and change in routine can be catastrophic to many people. Not knowing what to do or where to turn is common among those who just recently lost their job. Understanding your options will give you a leg up on the competition and put you back on track to a rewarding career. There are many reasons why people can be out of work including company lay-offs, firings, and being furloughed. All of these situations are different but puts everyone in the same position – without a job. The first thing to consider is to take some time for yourself and process what happened.

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SURVIVE – PIVOT- THRIVE! WHERE ARE YOU?

Article | May 1, 2021

It’s worth sharing some of the findings from our global advisory group, Mindshop, and our colleague advisors from around the world about what they’re seeing in their marketplaces. First of all we understand that businesses will typically be facing 1 of 3 scenarios: 1. Busy - business is still going well with some disruption to the way they operate and demand may even be increasing. 2. Low Impact - perhaps there is a revenue reduction of between 10% and 20% with some uncertainty about the future and the possibility that the impact could be short-term. 3. High Impact - revenue reductions of 50% or more, or the business has even stopped operating as normal. In each of these scenarios we have seen the need for common overarching responses and the need to maintain those on cycles of no more than 30 days. These responses are firstly to Survive, followed by exploring the options to Pivot or Adapt and then to move into a Thrive mode in the new reality. We are aware of some businesses that have already made a substantial Pivot and may have changed, for example, the focus of their manufacturing and consequently have continued to do very well. While that looks like a great outcome we would expect the best of these businesses to already be planning whether they need to make another Pivot as things change or to lock their new found income streams into their future business model. These are strategic decisions that will need to be taken quickly. Being approximately 6 weeks into an overall community response, we have seen that most businesses are anticipating that their survival initiatives will probably be around a 3 month process and that they are about halfway through that now. We are also seeing an expectation that the search for, and execution of, opportunities to Pivot will take a further 6 months and it may be as much as 12 to 18 months before organisations are starting to thrive in their new reality. In looking at what this means for leaders, there are a whole range of strategies and tactics that can be applied, here, we would like to just provide a few examples under the Survive and Pivot/Adapt responses, and then point you to some free resources that you may find helpful. 1. For Leaders in all scenarios a. Survive - Calmness, communication and scenario plans are vital b. Pivot/Adapt - regularly review your business vision - things will change c. Thrive - have your growth plan ready with a new view of risk mitigation based on our current shared experience 2. For Leaders in the Busy Scenario a. Continually review the operational capabilities to respond to unexpected falls in demand and to anticipate growth b. Make sure that you continually update your disaster scenario plans - it could still happen to you c. Make sure to use your newfound cash flow to prepare yourself well for your new future as you continue to develop your new product and service offerings 3. For Leaders in the Low Impact Scenario a. Communication and focus are both here, team members will have seen enough of the alternative scenarios to be concerned about their future and if they are not working with purpose, low-impact can turn into high-impact very quickly b. Your Pivot responses should see a revised strategic plan focusing on recovering lost business but also on evolving into modified products and services - reimagine these in a changed market 4. For Leaders in a High Impact Scenario a. Hibernate long-term strategically important areas of your business as effectively as possible b. Choose the team members to work with you on the recovery very carefully c. Reimagine the business as a leaner and more effective operational unit as the market starts to recover or you discover opportunities to Pivot Obviously, these are just simple snapshots of leadership responses, but clarity of thinking in all scenarios is what will see good businesses coming out of this on the other side successfully.

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3 WORKPLACE LEARNING AND DEVELOPMENT TRENDS FOR 2020 AND BEYOND

Article | February 11, 2020

While no HR professional has a crystal ball, it is possible to fairly anticipate what an effective organization might look like in the years to come. And one consistent theme is the importance of employee development. That’s why we wanted to kick off a new year of HR Break Room™ by sitting down with one of our favorite recurring guests, Dickens Aubourg, Paycom’s director of client learning, to discuss his thoughts on the current state of workplace learning and development and what to expect in the new decade. Here are three takeaways from that episode.

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Coronavirus Job Retention Scheme FAQ: What it means for employers

Article | August 1, 2020

Editor’s note: This article was first published on 17 April 2020 and is being updated regularly. The Coronavirus Job Retention Scheme (CJRS) was the lifeline that many employers had been hoping for when it was announced in March 2020. Since that time, the government has evolved the scheme and introduced additional rules. Most recently, these changes have focused on reintegrating a workforce within the business, and winding down the scheme in October 2020. From March through to the end of July 2020, the scheme means staff can be temporarily given a leave of absence while the government pays 80% of their salaries (plus employer National Insurance, and the minimum mandatory employer pension contribution).

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Spotlight

Human Edge Limited

We are one of Nigeria’s leading management consulting and staffing services companies. Founded in 1989 and privately-owned, we are an advisor to some of Nigeria’s best and brightest business organizations, helping them to achieve their vision through optimum use of their most valuable asset their people. Our wide range of professional support services are designed to help our clients attract, engage and retain the talent they need to achieve their long-term goals. Our clientele is made up of a diverse group of organizations, many of which are industry leaders in their own right. We believe their continuing success is the best measure of ours. If you are looking to crafting a unique business model and improving your company's productivity and profits, Human Edge is your partner for integrated HR solutions. We believe that your continuing success is the best measure of ours.

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