Role models to help you see the possible
This is me. It is always good to reflect - and on women's day in particular to think about major influencers in my life. My wonderful grandmother was a woman well ahead of her time. Married three times to progressively younger men, always running her own businesses...
An Evening to Remember: the 2022 Investors in People Awards
November gave us more to celebrate as we were delighted to be shortlisted for two awards at the prestigious Investors in People Awards 2022 (read about our 2nd achievement of Platinum). In a record-breaking year for entries, with over three hundred organisations involved, we were shortlisted for the Award for Best Use of Technology and Chloe Williams, our Customer Liaison Executive, nominated as a finalist for the Award for Young Person of the Year.
Investors in People: Scoring the Platinum Double!
September this year proved to be a wonderful month for us here at Cullen Scholefield. Not only was it our 36th birthday, but we discovered, with great delight, that we had been awarded the much sought after Platinum Accreditation from Investors in People. What’s more, it was our second time round for being recognised in such a manner and, in a nutshell, means we practice what we preach!
The Artificial Intelligence (AI) skills evolution and what it means for leaders in the People Profession
Click here to go straight to our AI Poll By Annabelle Watt, Consultant Partner, Cullen Scholefield You may, as a leader in the People Profession, be feeling anxious about the impact of Artificial Intelligence on your organisation, particularly how you might...
The Rise of ‘Inverted or Servant’ Leadership
I read an interesting article earlier this week that explored the notion of servant leaders. Generally, organisational charts show leaders at the top. Leadership is changing with a growing view that leaders act in service of others, i.e., servant leadership. Let’s...
The Choreographic Leader
When I first entered HR, it seemed the key aspects to becoming a manager or leader were: Firstly, what drove promotion was your records coming to the top of the pile, and secondly, when appointed into management, often there was no change in behaviour. In reality, the existing skills were translated into the new role, working without providing direction and leadership to the team.
Learning through the linking of context, content, coaching and experiences
Learning is most effective when it takes place ‘at work’ and within context.
The ’70:20:10′ Learning Model suggests that 10% of learning happens in a classroom with 20% involving others such as discussion groups and buddying. The remaining 70% (‘real learning’) happens within contextual situations, dealing with actual issues and business challenges.
Thoughts for 2022…
Four interesting men with a golden thread of complementary ideas running through what they say and how to exist in our troubled world. The courageous Archbishop Desmond Tutu. His ability to challenge and at the same time have a great sense of mischief. His Holiness...
International Women’s Day 2021
Let me take you back and no, it is not to Strawberry Fields! We have a wonderful leader in the shape of our Queen, an object lesson in steadfastness, duty and knowledge - think of 14 Prime Ministers.In the 1970s Baroness Rennie Fritchie was one of the first full time...
Mental health and wellbeing
Recent events have placed an increasing emphasis on the importance of our psychological wellbeing. A pandemic, with lockdown, time away from education, work, friends and family has had wide-reaching impact, and this will be different for each of us. The World Health...
Learning from this time of crisis – may we help?
We know that this is a time where managers, leaders and people professionals are most pressed as they need to present a calm, rational view of the situation.
![We can’t find any [insert job title here]…! How ‘talent searches’ seem to resemble looking for lost keys…](https://scholefieldpeople.com/wp-content/uploads/2018/10/05_Key-400x250.jpg)
We can’t find any [insert job title here]…! How ‘talent searches’ seem to resemble looking for lost keys…
“…but my keys are always in this drawer!” Sound familiar? I recently lost my keys. I knew that they were in the third drawer down of my filing cabinet, except I couldn’t find them there. I rummaged through the drawer and then walked away scratching my head.
A process that has had its day?
The “Nine Box Grid” seems to be invincible! How can a tool that was developed in the late 1960’s still be going strong? If HR is to be all about processes that are not transparent we are doomed to become nothing more than a transactional service that will be subsumed by the finance department.
The Nation’s Favourite
The problem with using volume as a measure of what is ‘favourite’ is that wide adoption makes a
product or process ‘the best’, and therefore one that you should buy or adopt. It allows people to
stop thinking…
Attracting and retaining talent
As UK employers are now entering uncharted waters in the search to attract and retain talented employees due to Brexit, there are a number of uncertainties that will make this more challenging in the coming months.
The importance of ‘place’ when ‘minding the skills gap’
The ability to attract global talent is one of the UK’s great economic strengths, but the continued ability to attract talent is not inevitable, and it isn’t uniform. As the notion of the end to free movement of labour from the EEA, coupled with restrictions in visas for non-EEA nationals, begins…
Customer service – differentiator or lost art?
It is good to be back in blog land, but prior to getting the creative juices going I was thinking about Customer Service and I started to doodle the word Customer. Before I knew it I had eight ideas and they all came out of the word!
Do we need more clarity about CIPD qualifications?
So enter my slightly troubled candidate… Her route to achieving PAC had not been smooth. Cullen Scholefield helped her gain PAC and she became a Chartered Member of CIPD. All should therefore be smooth sailing? Perhaps not…. Enter the opportunity for a new role in her organisation – exciting!
Don’t Panic!
Cullen Scholefield’s Managing Director, Maureen Scholefield, will be leading the discussion on this subject at this month’s Circle of Peers meetings. Entitled “The Compassionate Leader”, Maureen will be sharing the latest trends and research, and discussing how those leaders who can demonstrate a more self-aware, emotionally-intelligent, holistic and empathic approach to their business and their people generate more engagement, loyalty, productivity and financial returns for their business.
The Compassionate Leader
Cullen Scholefield’s Managing Director, Maureen Scholefield, will be leading the discussion on this subject at this month’s Circle of Peers meetings. Entitled “The Compassionate Leader”, Maureen will be sharing the latest trends and research, and discussing how those leaders who can demonstrate a more self-aware, emotionally-intelligent, holistic and empathic approach to their business and their people generate more engagement, loyalty, productivity and financial returns for their business.
