This paper aims to examine why 360‐degree feedback, which fell out of favor for a while, is now back in vogue.
Abstract
Purpose
This paper aims to examine why 360‐degree feedback, which fell out of favor for a while, is now back in vogue.
Design/methodology/approach
The paper puts forward some of the weaknesses of 360‐degree feedback as it used to be practiced, and defines a five‐step process to ensuring most effective use of the tool.
Findings
The paper highlights the importance of defining the purpose of 360‐degree feedback, preparing the ground, and agreeing how the survey will be run and the results delivered.
Practical implications
The paper contends that the feedback collected is both fair and constructive.
Originality/value
The paper provides a five‐step process to implementing 360‐degree feedback properly.
Details
Keywords
The purpose of this paper is to explain a proven systematic approach to organisational talent development (OTD).
Abstract
Purpose
The purpose of this paper is to explain a proven systematic approach to organisational talent development (OTD).
Design/methodology/approach
The work of psychology‐based consultancy The Learning Curve (TLC), their four‐stage process, and two case studies is used as a basis to demonstrate the importance of a sequential plan to develop talent inside an organisation.
Findings
Productivity and profit increase in organisations that embrace a systematic approach to talent development.
Practical implications
Many of the methods employed by TLC have led to engagement and retention of the best staff among clients, who go on to sustain the talent development in cost‐effective ways.
Originality/value
The paper takes a holistic look at the challenge of engaging and retaining good staff, while recognising the importance of budgetary and resource constraints as we slowly come out of recession.
Details
Keywords
Colin Newbold and Nicky Pharoah
The purpose of this paper is to explore practical and sustainable ways of implementing small to large scale integrated organizational talent development programs in the form of a…
Abstract
Purpose
The purpose of this paper is to explore practical and sustainable ways of implementing small to large scale integrated organizational talent development programs in the form of a learning plan.
Design/methodology/approach
The paper uses the work of psychology‐based consultancy, The Learning Curve (TLC), including its five‐point plan and two case studies, and Peter Senge's book, The Fifth Discipline, as a basis to demonstrate the importance of the learning plan within an organization's culture and business strategy.
Findings
Productivity and profit increase in organizations that embrace the concept of a learning plan.
Practical implications
Many of the methods employed by TLC have bred independence among client organizations, which go on to sustain the learning plans in cost‐effective ways.
Originality/value
This paper takes a new look at what it means to be a learning organization, while recognizing the importance of budgetary and resource constraints.
Details
Keywords
This paper aims to explain a proven systematic approach to organizational talent development (OTD).
Abstract
Purpose
This paper aims to explain a proven systematic approach to organizational talent development (OTD).
Design/methodology/approach
The work of psychology‐based consultancy The Learning Curve (TLC), their four‐stage process, and two case studies are used as a basis to demonstrate the importance of a sequential plan to develop talent inside an organization.
Findings
Productivity and profit increase in organizations that embrace a systematic approach to talent development.
Practical implications
Many of the methods employed by TLC have led to engagement and retention of the best staff among clients, who go on to sustain the talent development in cost‐effective ways.
Originality/value
The paper takes a holistic look at the challenge of engaging and retaining good staff, while recognizing the importance of budgetary and resource constraints as the UK slowly comes out of recession.
Details
Keywords
Robert Gregory and Daniel Zirker
New Zealand has long been regarded as a country with little or no governmental corruption. In recent times it has been ranked consistently as one of the five least corrupt…
Abstract
New Zealand has long been regarded as a country with little or no governmental corruption. In recent times it has been ranked consistently as one of the five least corrupt countries in the world, on Transparency International’s (TI) Corruption Perceptions Index (CPI). In 2009 and 2011 it was ranked as the single most corruption-free country on the CPI, and in 2012 it shared first place with Denmark and Finland. This chapter examines the reasons why historically New Zealand has been largely free of governmental corruption, using widely accepted definitions of what constitutes corrupt behavior. It goes on to argue that, at least by its own normal standards, the country might now be more susceptible to corruption, for a variety of reasons, in both the public and private sectors, and that more political and administrative attention may need to be paid to this issue. This chapter discusses New Zealand’s surprising tardiness in ratifying the United Nations Convention against Corruption, an apparent reluctance that leaves the country sitting alongside other non-ratifying countries which have endemic levels of corruption in all its forms. In this context, this chapter also notes some international dissatisfaction with New Zealand’s anti-money laundering legislation, enacted in 2009.
The means to quantify the inputs to be used by a valuation surveyor in an explicit model for appraising contaminated land are explored. These relate to treatment techniques and…
Abstract
The means to quantify the inputs to be used by a valuation surveyor in an explicit model for appraising contaminated land are explored. These relate to treatment techniques and cost estimates; and forecasting techniques and the forecasting of future rent and capital flows, cost changes and depreciation. A comparison is made with a “traditional” valuation approach. It is concluded that an explicit approach is more likely to satisfy the calls for more sophisticated and creditable approaches and more explanation and justification in appraisals and valuations.
Details
Keywords
We can think of those with a cynical turn of mind who might consider not a little of the present output of the parliamentary machine as “harem scarem” law, but the indecent haste…
Abstract
We can think of those with a cynical turn of mind who might consider not a little of the present output of the parliamentary machine as “harem scarem” law, but the indecent haste, the freak urgency of some politically inspired laws apart, it is only too obvious that law is being made under rush conditions, and the reasons are not far to seek. A hectic, over‐active party executive, feverishly pushing ahead with its policies produces impossible working conditions for the parliamentary draftsmen. Law, whether it is statute or regulation, has never been more complex than it is today; time allowed for parliamentary debate is completely inadequate; too many and varied interests have to be taken into account, to say nothing of the vast range of delegated legislation. The urgency of some legislation is doubtful; it is difficult to see the need for all the hurry; a little more time in proper debate would prevent some of the loopholes which subsequently appear and render the law more comprehensible; incomprehensibility and justice are rarely compatible. As Diplock L J., said in the Court of Appeal in Rex. v. Industrial Injuries Commissioner ex parte Cable (1968) 1 A.E.R., 9, a few months ago—“Judges have been at their wits' end to know what some of the provisions mean. It would be a good thing if time could be found to remedy the blemishes.”
It has often been said that a great part of the strength of Aslib lies in the fact that it brings together those whose experience has been gained in many widely differing fields…
Abstract
It has often been said that a great part of the strength of Aslib lies in the fact that it brings together those whose experience has been gained in many widely differing fields but who have a common interest in the means by which information may be collected and disseminated to the greatest advantage. Lists of its members have, therefore, a more than ordinary value since they present, in miniature, a cross‐section of institutions and individuals who share this special interest.