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How to build better leaders with just one simple change

How to build better leaders with just one simple change
You may have heard the saying: “meetings are places where good ideas go to die”. I’d add that in the leadership development space, death by a thousand PowerPoint slides is a prevalent crime.

There is however a growing desire to revisit the way many organisations approach leadership development, and for good reason. The traditional ‘chalk-and-talk’ method, where participants sit for hours trying to absorb theoretical information, is often time wasted. Without practical coaching on how to apply learnings in the workplace, the knowledge doesn't always stick.

 
 
 

Leading from the front

Leading from the front
Wondering how to help your business get ahead? Make workforce planning a priority.

It’s often said that people are the best asset a business can have – it’s called ‘talent’ for a reason. But while many companies claim to value these ‘assets’, many are ignoring a key tool which ensures those assets are ready to be mobilised and are strategically placed to best serve the needs of the business.

 
 
 

Assessing for the best

Assessing for the best
Nothing is more important to an organisation’s long-term health and success than choosing the right people to lead it. But without a reliable way to gauge leadership potential, too much is left to chance.

Assessing for the leadership capabilities your organisation most needs – using methods that are proven to predict performance outcomes – takes away much of the uncertainty. But too often companies fall short on the follow-through.

 
 
 

Are you highlighting your best behaviours in a job interview?

Are you highlighting your best behaviours in a job interview?
They’re the questions that interviewers love – but they can pose a challenge for even well prepared job candidates: Tell me how you dealt with conflict with a co-worker. How did you react to your last major mistake in the workplace? Explain how you overcame a major challenge?

The formal name for these queries is ‘behavioural interview questions’ and if you want a fighting chance of getting the job, you’re going to have to get skilled at answering them.

 
 
 

“I QUIT.” What managers need to know about why employees leave

“I QUIT.” What managers need to know about why employees leave
Employers beware: data shows that many new staff members leave before they even finish settling in.

Every manager shares the same goal with new hires: that the hire will not only fill a key gap in the team but slide neatly into the broader workplace culture where they will work productively and be happy to stay for a reasonable period of time.

But Hudson data shows that for many managers a shock may be in store: one in five employees in Australia have left a new job within three months of starting.

 
 
 

Building rapport at an interview: it’s all about connecting

Building rapport at an interview: it’s all about connecting
Establishing a good rapport with someone you’ve just met can be a tough ask. Motivational speaker Tony Robbins provides insight into what’s involved: “Rapport is the ability to enter someone else's world, to make him feel that you understand him, that you have a strong common bond.”

Whatever else you have to offer, it’s going to be difficult to make it beyond the first round of interviews and secure a job if you’re unable to make your interviewers feel you’re on the same wavelength as them. Here are some tips on how to establish that emotional connection.

 
 
 

Having trouble keeping good staff? 5 ways to hire people who stay

Having trouble keeping good staff? 5 ways to hire people who stay
When managers are asked to define the most challenging part of their job, the answer, regardless of the industry, is often, “Finding and keeping good people.”

Recruit well and both the company and your team will reap rewards; but get it wrong and there are costs for all involved, be that time, money or morale.

 
 
 

You had me at hello: making a good first impression at a job interview

You had me at hello: making a good first impression at a job interview
They say that first impressions are lasting, and nowhere is this more relevant than in the interview room. Richard Branson says he tends to make up his mind about people within 30 seconds of meeting them.

While interviewers use many methods to assess candidates, it pays to make an effort to impress from the moment you walk in the door. Here are some tips to help you work your magic from the first hello.

 
 
 

Is It Time for a Career Change?

Is It Time for a Career Change?
Are you feeling bored, burnt out or just indifferent to the job you’re currently in? A complete career change may well be the answer to your work blues.

In my line of work, people often ask me whether it’s possible to make a career change. The answer, of course, is yes – but the key is knowing where to start and how to get there – smartly.

 
 
 

Do you have an unconscious bias in your recruitment?

Do you have an unconscious bias in your recruitment?
Your brain contains some 100 billion neurons and its blood vessels and transport systems stretch some 100,000 miles. Yet when it comes to the brain as a decision-making tool, one Nobel Prize winner argues there are only two sides of the brain that matter.

Daniel Kahneman, psychologist and winner of the Nobel Prize in Economics, is the author of the New York Times bestseller, Thinking, Fast and Slow, a culmination of two decades of research. His 2011 book defines two areas of the brain..

 
 
 
 

HUDSON

Hudson is a global talent solutions company. We help transform the workplace and unleash the full potential of organizations and individuals. Our expert team and proprietary tools provide you with unique insights and services that help you maximize your success. Across 20 countries, we deliver a range of recruitment, talent management and recruitment process outsourcing solutions to get you and your business where you want to be.