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The Chartered Institute of Personnel and Development (CIPD) describes performance management simply as “the attempt to maximise the value that employees create”, helping to maintain and improve the performance of staff to align with organisational objectives.

Generation Z, colloquially known as zoomers, is the demographic cohort succeeding Millennials and preceding Generation Alpha. Researchers and popular media use the mid-to-late 1990s as the starting birth years and the early 2010s as ending birth years.

The main goal of successful workforce planning is having the right talent in the right roles at the right time. However, many organisations fail to pay enough attention to their talent pipelines and succession practices, which can lead to excessive turnover and loss of knowledge, affecting the performance and success of the organisation.

What will be hot in L&D going into the future? – This is the one obligatory question posed every year by Donald H. Taylor in the annual L&D Global Sentiment Survey. This year marks the 10th anniversary of the survey and it also appears to mark a transitional year for learning and development worldwide.

In modern, fast-paced and hybrid workplace cultures, leadership is more important than ever before. We have all observed varying approaches towards leadership, and the different styles of various successful CEOs. It is clear that there is no roadmap to be a successful CEO, rather, it takes certain mind-sets that effectively drive organisational performance.

For many people in organisations the opening months of the year will coincide with objective setting – an opportunity to plan our development goals over the next 12-months and explore what support is available to us at work to help achieve them. As employees set out to complete this process, organisations will also consider their direction within what is still very much an uncertain operating environment.

One of the key challenges facing many Irish and UK companies is capturing sufficient D&I insights to inform real change in their organisation. Most of them have good intentions to make changes in D&I, but they face challenges due to a lack of rich data, actionable insights, and the necessary metrics to determine and prove progress.

It is at this time of the year, that we usually reflect on the year just past, about how we might want to be a better leader or manager at work going forward. For many of us, it does not get beyond the thought process or indeed the first few weeks of January, before we fall back into our old ways of working.

The speed of change and its magnitude is continuously evolving, which means that individuals and organisations need to be adaptable to survive – just look back at the pandemic! For change to work and be sustained, it needs to be driven from the inside out, reflecting an organisations’ leadership, culture, values, beliefs and practices.

Employers have been grappling with the challenges brought about by The Great Resignation for many months now. Added to difficulties associated with finding high-quality candidates in a fiercely competitive hiring market, this trend has seen companies struggle with achieving strategic objectives and pursuing ambitious growth, not due to a lack of business opportunities, but rather a shortage in people available to capitalise on them.

In many of the leadership development programmes that we design and deliver for clients, we take a systemic approach. What does this mean? Systems leadership is about taking the wide-view; considering not only how to lead your team and organisation, but how to influence the wider system, which includes your suppliers, customers, and other external stakeholders.

While listening to the Recruiting Future podcast on a recent holiday, it got me thinking about just how important strategic workforce planning has become.

The events of the last two and a half years have had a monumental impact on all our lives, but as we return to some normality, one of the legacies of the pandemic has been the enduring impact on how we work.

How do we get more people living in smaller or rural communities, spending less time and money commuting, and protect the environment all at the same time?

If asked, most organisations will assert that they listen to their employees. They may even point you towards a suggestions box, or an annual employee survey that they use. However, what do we really mean by ‘listening’?

The importance of inclusion and belonging during the war for talent