No one can afford to slow down and sit back and watch what’s happening in the market, what their competitors are doing, especially in a world where predictability is a luxury.

I just happened to have a call today with a client; they are struggling to implement a talent management software. I was just wondering what purpose a system like that can serve…

He explained that their employees are invited to put their existing skills in the system and provide some information about their aspirations. It sounded a kind of a logical approach at first sight. He added that their people liked very much the special care when they uploaded their capabilities in the system and felt that they are better understood.

Checking our calendar, we had a kick-off meeting at the beginning of 2021 and started dreaming about the 4.0 version of our Act2Manage leadership development application. And now, we have just released the improved version including most of those dreams. It is a major change from professional perspective as well, we implemented a number of new functions based on behavioural science and neuroscience.

Working with managers over the last decades I am getting more and more convinced that despite trainings (or because of a lot of poor ones) managers have got confused about the concept of management.

It’s always great to see when L&D professionals make an effort to find data-based evidence for the effectiveness of various training and development initiatives. One day, Fuse, a digital learning tool provider (no, not LMS, but a totally different approach) joined forces with the AI Center of University College London to work for Carpetright, an international retailer with 420 outlets and 3000 employees. They wanted to find out if digital learning results in measurable performance improvement in sales.

Over the past twenty years I have had a chance to see hundreds of performance appraisal documents that had a goal setting section. An incredibly high proportion contained low quality, vague goals, such as “keep up with the good work” or “develop communication skills”. All these managers missed an opportunity to actually carry out their primary responsibilities: improve the work performance and output of their people, and help them grow.