From April 2017, all UK employers with a wage bill greater than £3 million are subjected to an apprenticeship levy of 0.5% of total pay bill. This is to fund the training of Apprenticeships. Employers are required to pay the full levy regardless of whether they subsequently draw apprenticeship funds. Business Services companies need to understand what their financial contribution is and, more importantly, how to go about maximizing return on their apprenticeship levy. Read the full article by KMPG to understand the process and necessary steps.
In this video, Professor Geoff Bird, Associate Professor in Experimental Psychology at University of Oxford discusses the principles of adult learning and the ways leaders can help motivate their employees. Listen to this short CRF video to learn more about adult learning, the neuroscience behind it and some motivational strategies for your organisation.
In the second article from "Progress", CRF's e-magazine, we look at learning from a different perspective – a crisis. Matt Nixon, Principal at Disraeli Group, shares his tips on what to look out for when a crisis breaks to learn from it and survive the next. Matt also provides tips for HR professionals.
In this article from "Progress", CRF's e-magazine, Amy Edmondson, Novartis Professor of Leadership & Management at Harvard Business School discusses the importance of failure in learning and innovation and why leaders must encourage it in their organisations.
The re-humanization of leadership has become one of the most pressing issues of our times. Read this article from Duke CE's "Dialogue" to examine the VUCA challenge for leaders, what traps leaders fall into when dealing with complex problems and how to move forward and make good decisions.
The ultimate purpose of leadership development is to deliver strategy over the long term. Fit-for-purpose leadership development needs to be thoroughly grounded in business strategy, and based on a robust analysis of needs. It also needs to be designed in line with how adults learn, which primarily means learning from experience rather than in the classroom. Read the executive summary of CRF’s popular research report to find out how to develop fit-for-purpose leadership development programmes.
The unparalleled pace and scale of change today is creating seismic global shifts across social, economic, and political systems. These shifts, in turn, are converging rapidly to transform an already volatile and complex ecosystem into a powerful vortex that has the potential to destroy organisations. The key to avoiding the strengthening pull of the VUCA vortex lies in organisations being able to develop a leadership system that operates in a perpetual state of readiness for the unexpected. Read this article from Duke CE to find out how to develop this type of leadership network in your organisation.
When was the last time you learned something that really made a lasting impression? Odds are, it relates back to a particular experience, situation or interaction that continues to shape your thinking. Experience is the best teacher and we humans are built to learn from our experiences. As a CLO, HRD or a top executive focused on learning within your organisation, it is vital to instil this experiential component into your learning and development offerings to achieve your objectives. This article from Duke CE discusses experiential learning and its uses in organisations.
The 2016 Mercer Global Talent Trends Study examines how the changing landscape impacts today’s workforce, and how organizations are responding. Mercer asked employers and employees what really matters in the workplace, what skills are in demand, and how they are building their capabilities - individually and organizationally – to take on future challenges.
Your first 100 days as the new Chief Human Resource Officer (CHRO) provides a window of opportunity to build a solid foundation for long-term success. It’s a time to gain the confidence of the CEO, the executive team and those in the HR function, and to secure an in-depth understanding of your new environment. This is a unique opportunity…one you will never have the chance to do over. How can you make the most of it? This paper by Mercer looks at the areas you should focus and the aims you should strive to achieve.
In Mercer’s recent Global Talent Trends Study, only four percent of HR leaders reported that HR is seen as a strategic partner in their organization. Furthermore, over 80 percent indicated that their talent processes need an overhaul. How did the gulf between what HR intends to be — a strategic partner — and how HR is perceived — an undervalued resource — get so big?
There are several talent trends driving the question around HR’s value. The prevailing HR operating model, and how organizations have implemented it, also brings challenges. This paper examines these issues and provides Mercer’s view on what HR can do to redefine its value in today’s evolving talent economy.
In today's rapidly changing business environment, it's more important than ever for HR to be commercial, close to the business, and clearly aligned to business strategy. However, the reality for many organisations is that HR is often disconnected from business priorities, and HR's contribution to critical strategic and commercial objectives is not always clear.
CRF’s new research report considers the current state of the HR function, and looks at the role HR should play in helping develop and execute strategy, and how HR can become more business-relevant.
CRF has been researching the field of HRM, and turning this into actionable recommendations implemented by HR functions, for over 20 years. We have built an understanding of how the function has evolved, how its reputation has varied and the fads that have come and gone. We have gained insight into what works, what doesn’t, and under what circumstances. Our work contrasts with many self-appointed experts and gurus offering their view of the world based on unsubstantiated opinions. We prefer an approach rooted in the principles of social science based on evidence.
Our intention in this manifesto is to give our views on the business context, the necessary organisation response and how and in what way the HR function can make an enhanced contribution to the business.