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Tag: human capital

3 Key Lessons Learned From Covid-19
transearchusa.com
Posted

TRANSEARCH USA surveyed nearly 100 companies in 10 diverse sectors to assess the response of American companies to the sea of changes triggered by the pandemic. Chris Swan and John Ryan present key findings to help you learn what your company can do to conquer the crisis and emerge stronger than before.

Key results:

  • 50% of employees will continue to work from home post-pandemic.
  • More than 45% of respondents want their leaders to improve Emotional Intelligence skills.
  • 30% of organisations will focus on attracting new talent after the pandemic.
  • The top three 'human capital priorities' will be improving organisational agility and flexibility, retaining current talent and succession plans.

Read "3 Key Lessons Learned From Covid-19" leadership insights

The Key Challenges and Opportunities in Human Resources - A Study by TRANSEARCH Romania
Posted

"Never let a good crisis go to waste" as Winston Churchill famously said. COVID-19 and the impact on people, operations and business give us an impetus to develop fresh ideas in Human Resources and to review Leadership Skills.

During the last weeks we received valuable feedback from our clients and candidates; their approach to the ongoing changes, and how they intend to come out of this crisis even stronger!

We are delighted to share our findings with you. The original survey was conducted distributing a questionnaire; to over 300 CEOs, Managing Directors and Human Resources Managers in Romania and across Europe.

Key Findings:

  • Maintaining efficiency while working from home
  • Maintaining motivation and engagement
  • Improving organization's agility and flexibility
  • Leading through change with an entrepreneurial spirit underpinned by emotional intelligence
  • Need for profiles in Automatization/Robotics, Digitalization and Transformation/Change

For more information please visit TRANSEARCH International Romania on LinkedIn.

Wildcard for Growth
transearch.com
Posted

"If your TRANSEARCH team hadn't been diligent while also positively stubborn in its pursuit of the right, lasting solution for our company, we simply would not be where we are today…

You have now proven how a search firm can truly become a trusted partner. Thank you."

Read the challenge, action, impact and client perspective of introducing a C-level 'wild card' into the board's deliberations about achieving its commercial goals.

Read " Wildcard for Growth" leadership insights

Diversity, Equity and Inclusion 4.0
weforum.org
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"Successful organisations are powered by the diverse opinions, skill sets and life experiences of their employees. To tap into the full potential of human diversity, organisations need to hire diverse talent and create an inclusive working culture underpinned by a fundamental sense of belonging, fairness and equity, enabling people to bring their 'full self' to work."

Read "Diversity, Equity and Inclusion 4.0" leadership insights

If you are a top executive, you don't owe it to yourself to be coached, but you do owe it to all of those whose lives you touch
Posted

If you are a top executive, you don't owe it to yourself to be coached, but you do owe it to all of those whose lives you touch. The coaching conversation must be informed by the emerging economic environment, tomorrow's customer's needs, and the business strategy. A number of coaching disciplines are common:

  • Coaching is about framing the conversation such that the coachee finds their own way (power to).
  • What the coach believes, the coachee will perceive. The coach must therefore work from the belief that the agreed outcome will (not might), could or should happen.
  • An experienced coach learns how to work from a beginner's mind.
  • To coach is to listen in the way the coachee has always wanted to be listened to.
  • To coach is to help connect the coachee with their own story, ask great questions, introduce a new metaphor, share a compelling story, open the door to best practice and personally model the behaviour being sought.
  • Coaching mastery draws on a robust coaching model, meaningful executive experience, cultural relevance, interpersonal sensitivity and mental agility.

Insights from "Coaching the CEO" by John O. Burdett, Leadership advisor to TRANSEARCH International.

Coaching the CEO
transearch.com (PDF)
Posted

Coaching is a given in virtually every form of endeavour where excellence is the benchmark of success. However, research suggests that only about one-third of CEOs receive formal coaching. Coaching mastery draws on a robust coaching model, meaningful executive experience, cultural relevance, interpersonal sensitivity and mental agility. John Burdett explains the benefits of coaching and presents a 'Coaching the CEO' template.

Read "Coaching the CEO" leadership insights

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