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Article Summaries: Development
The articles are listed in the order they were originally published on our website. If you would like further information on any of the areas please contact our consultants on +44(0)20 3402 2335 or by email at enquiries@humanassets.co.uk
12. Mentoring for Diversity
What stops Women Getting to the Top has particular topicality at the moment. The Davies review into Women on Boards has just been published and PwC has received a lot of publicity with their 'Comply or Explain' approach that requires senior leaders to achieve promotion of female staff or explain what is blocking their progress. This month we review an article in Harvard Business Review that argues women are less prone than men to secure 'sponsors' who will advocate their advancement with senior colleagues.
Some coaching could definitely benefit from the application of an influential mainstream psychological theory. Attachment theory has a clear relevance to the development of some people's behaviour at work. However, it perhaps pushes the boundary of coaching and is better handled by psychologists than the line manager coach. To read our summary of an interesting article advocating attachment theory in coaching please click above.
A recent study examining the design of mentoring programmes and the quality of the mentoring.
9. Bridging the Science-Practice Gap: Helping you to choose winning talent
How subjective opinions regarding the way information on personality and ability is gathered can impact on your recruitment procedures, and what you can do to avoid the potential pitfalls.
How subjective opinions regarding the way information on personality and ability is gathered can impact on your recruitment procedures, and what you can do to avoid the potential pitfalls.
8. 360-degree Feedback: Maximising its Impact
How can you be sure you are getting the most out you 360-degree feedback processes in terms of improved performance and what can you do as an organisation to maximise these benefits?
How can you be sure you are getting the most out you 360-degree feedback processes in terms of improved performance and what can you do as an organisation to maximise these benefits?
7. Regulation of Feelings at Work and the Pursuit of Goals
Research suggests that people who are able to devote their mental resources to the task in hand rather than thinking about other goals or their emotions have greater ability to implement a goal and strive towards it at work.
Research suggests that people who are able to devote their mental resources to the task in hand rather than thinking about other goals or their emotions have greater ability to implement a goal and strive towards it at work.
6. Maximising the Benefits of 360-degree Feedback
We summarise three articles. The first cautions against trying to 'kill too many birds' with the 360-degree feedback stone. The other two suggest that giving more resources to the 360 process will result in greater performance improvements.
5. 360 Degree Feedback: The accuracy of ratings
A comparison of 360 feedback ratings and assessment centre ratings reveals that there are some discrepancies between 'self' and 'other' ratings which have implications for the design of 360 feedback processes.
4. Comparing the Careers of Male and Female Executives
Females have less access to developmental experiences than males.
Females have less access to developmental experiences than males.
3. Multisource Feedback - The Importance of Accountability
Whether an upward feedback process prompts behaviour change depends on the reactions of the participants and actions of the organisation. This article examined some of the factors that contribute to effectiveness.
Whether an upward feedback process prompts behaviour change depends on the reactions of the participants and actions of the organisation. This article examined some of the factors that contribute to effectiveness.
2. The Impact of 360-degree Feedback
New research suggests it is not so much the feedback but the goal-setting that makes the difference to performance.
New research suggests it is not so much the feedback but the goal-setting that makes the difference to performance.
1. Personality: Does it depend on the situation?
Do personality inventories risk being simplistic in asking people about their behaviour in general, rather than their ways of responding to particular situations?
Do personality inventories risk being simplistic in asking people about their behaviour in general, rather than their ways of responding to particular situations?