�ݺ�ߣshows by User: cmi

�ݺ�ߣshows by User: cmi_managers / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: cmi_managers / Mon, 07 Nov 2016 12:37:44 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: cmi_managers CMI Report: Emphasis on Employability /slideshow/cmi-report-emphasis-on-employability/68321023 emphasisonemployabilitycmihewhitepaper-161107123744
Unemployment – and underemployment – has been one of the most significant problems for university graduates and their non-graduate peers alike since the financial crisis of 2008. The unemployment rate for young people has dwarfed that among older people, running at a level nearly three times as high – the largest gap in more than 20 years.]]>
Unemployment – and underemployment – has been one of the most significant problems for university graduates and their non-graduate peers alike since the financial crisis of 2008. The unemployment rate for young people has dwarfed that among older people, running at a level nearly three times as high – the largest gap in more than 20 years.]]> Mon, 07 Nov 2016 12:37:44 GMT /slideshow/cmi-report-emphasis-on-employability/68321023 cmi_managers@slideshare.net(cmi_managers) CMI Report: Emphasis on Employability cmi_managers Unemployment – and underemployment – has been one of the most significant problems for university graduates and their non-graduate peers alike since the financial crisis of 2008. The unemployment rate for young people has dwarfed that among older people, running at a level nearly three times as high – the largest gap in more than 20 years. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/emphasisonemployabilitycmihewhitepaper-161107123744-thumbnail.jpg?width=120&height=120&fit=bounds" /> Unemployment – and underemployment – has been one of the most significant problems for university graduates and their non-graduate peers alike since the financial crisis of 2008. The unemployment rate for young people has dwarfed that among older people, running at a level nearly three times as high – the largest gap in more than 20 years.

CMI Report: Emphasis on Employability from Chartered Management Institute

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0 CMI Leadership and Management Apprenticeships /slideshow/cmi-leadership-and-management-apprenticeships/68320937 cmileadershipmanagementapprenticeships-161107123535
With CMI's full suite of leadership and management apprenticeships, you can offer your management apprentices a recognised professional development pathway ultimately leading to Chartered Manager status.]]>
With CMI's full suite of leadership and management apprenticeships, you can offer your management apprentices a recognised professional development pathway ultimately leading to Chartered Manager status.]]> Mon, 07 Nov 2016 12:35:35 GMT /slideshow/cmi-leadership-and-management-apprenticeships/68320937 cmi_managers@slideshare.net(cmi_managers) CMI Leadership and Management Apprenticeships cmi_managers With CMI's full suite of leadership and management apprenticeships, you can offer your management apprentices a recognised professional development pathway ultimately leading to Chartered Manager status. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/cmileadershipmanagementapprenticeships-161107123535-thumbnail.jpg?width=120&height=120&fit=bounds" /> With CMI's full suite of leadership and management apprenticeships, you can offer your management apprentices a recognised professional development pathway ultimately leading to Chartered Manager status.

CMI Leadership and Management Apprenticeships from Chartered Management Institute

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0 CMI Top Banana Middle Manager Lifeline Infographic Report /slideshow/cmi-top-banana-middle-manager-lifeline-infographic-report/68320794 cmi-top-banana-middle-manager-lifeline-report-161107123155
How can middle managers regain employee trust to ensure the continued success of their organisation? Following the EU referendum result, our survey of 1,456 CMI members highlights a disturbing disconnect between middle and senior management. Read on to learn more about the vital role middle managers play in the overall health of an organisation and CMI’s recommendations to keep the heart of UK business pumping.]]>
How can middle managers regain employee trust to ensure the continued success of their organisation? Following the EU referendum result, our survey of 1,456 CMI members highlights a disturbing disconnect between middle and senior management. Read on to learn more about the vital role middle managers play in the overall health of an organisation and CMI’s recommendations to keep the heart of UK business pumping.]]> Mon, 07 Nov 2016 12:31:55 GMT /slideshow/cmi-top-banana-middle-manager-lifeline-infographic-report/68320794 cmi_managers@slideshare.net(cmi_managers) CMI Top Banana Middle Manager Lifeline Infographic Report cmi_managers How can middle managers regain employee trust to ensure the continued success of their organisation? Following the EU referendum result, our survey of 1,456 CMI members highlights a disturbing disconnect between middle and senior management. Read on to learn more about the vital role middle managers play in the overall health of an organisation and CMI’s recommendations to keep the heart of UK business pumping. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/cmi-top-banana-middle-manager-lifeline-report-161107123155-thumbnail.jpg?width=120&height=120&fit=bounds" /> How can middle managers regain employee trust to ensure the continued success of their organisation? Following the EU referendum result, our survey of 1,456 CMI members highlights a disturbing disconnect between middle and senior management. Read on to learn more about the vital role middle managers play in the overall health of an organisation and CMI’s recommendations to keep the heart of UK business pumping.

CMI Top Banana Middle Manager Lifeline Infographic Report from Chartered Management Institute

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0 CMI Top Banana Middle Manager Lifeline Infographic /slideshow/cmi-top-banana-middle-manager-lifeline-infographic/68320660 cmi-top-banana-middle-manager-lifeline-infographic-161107122926
How can middle managers regain employee trust to ensure the continued success of their organisation? Following the EU referendum result, our survey of 1,456 CMI members highlights a disturbing disconnect between middle and senior management. Read on to learn more about the vital role middle managers play in the overall health of an organisation and CMI’s recommendations to keep the heart of UK business pumping.]]>
How can middle managers regain employee trust to ensure the continued success of their organisation? Following the EU referendum result, our survey of 1,456 CMI members highlights a disturbing disconnect between middle and senior management. Read on to learn more about the vital role middle managers play in the overall health of an organisation and CMI’s recommendations to keep the heart of UK business pumping.]]> Mon, 07 Nov 2016 12:29:26 GMT /slideshow/cmi-top-banana-middle-manager-lifeline-infographic/68320660 cmi_managers@slideshare.net(cmi_managers) CMI Top Banana Middle Manager Lifeline Infographic cmi_managers How can middle managers regain employee trust to ensure the continued success of their organisation? Following the EU referendum result, our survey of 1,456 CMI members highlights a disturbing disconnect between middle and senior management. Read on to learn more about the vital role middle managers play in the overall health of an organisation and CMI’s recommendations to keep the heart of UK business pumping. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/cmi-top-banana-middle-manager-lifeline-infographic-161107122926-thumbnail.jpg?width=120&height=120&fit=bounds" /> How can middle managers regain employee trust to ensure the continued success of their organisation? Following the EU referendum result, our survey of 1,456 CMI members highlights a disturbing disconnect between middle and senior management. Read on to learn more about the vital role middle managers play in the overall health of an organisation and CMI’s recommendations to keep the heart of UK business pumping.

CMI Top Banana Middle Manager Lifeline Infographic from Chartered Management Institute

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0 CMI Skills First Report /slideshow/cmi-skills-first-report/68320133 cmiskillsfirstreport-161107121956
Connecting employers, further education and training providers. CMI’s Learning Providing Conference in July 2016 affirmed that the skills landscape is going through significant change – which offers substantial opportunities to deliver employer-led training that can boost skills and performance. This white paper captures the insights, ideas and perspectives on directions in further education and training shared by speakers at the conference.]]>
Connecting employers, further education and training providers. CMI’s Learning Providing Conference in July 2016 affirmed that the skills landscape is going through significant change – which offers substantial opportunities to deliver employer-led training that can boost skills and performance. This white paper captures the insights, ideas and perspectives on directions in further education and training shared by speakers at the conference.]]> Mon, 07 Nov 2016 12:19:56 GMT /slideshow/cmi-skills-first-report/68320133 cmi_managers@slideshare.net(cmi_managers) CMI Skills First Report cmi_managers Connecting employers, further education and training providers. CMI’s Learning Providing Conference in July 2016 affirmed that the skills landscape is going through significant change – which offers substantial opportunities to deliver employer-led training that can boost skills and performance. This white paper captures the insights, ideas and perspectives on directions in further education and training shared by speakers at the conference. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/cmiskillsfirstreport-161107121956-thumbnail.jpg?width=120&height=120&fit=bounds" /> Connecting employers, further education and training providers. CMI’s Learning Providing Conference in July 2016 affirmed that the skills landscape is going through significant change – which offers substantial opportunities to deliver employer-led training that can boost skills and performance. This white paper captures the insights, ideas and perspectives on directions in further education and training shared by speakers at the conference.

CMI Skills First Report from Chartered Management Institute

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0 Gender Salary Survey 2016 Infographic /slideshow/gender-salary-survey-2016-inforgraphic/68320008 gender-salary-survey-infographic-2016-161107121654
MEN 40% MORE LIKELY THAN WOMEN TO BE PROMOTED IN MANAGEMENT ROLES Analysis of the 2016 National Management Salary Survey of 60,000 UK managers reveals that that men are more likely than women to have been promoted into senior and higher paying management roles in the past year, with no progress made on reducing the 23% gender pay gap.]]>
MEN 40% MORE LIKELY THAN WOMEN TO BE PROMOTED IN MANAGEMENT ROLES Analysis of the 2016 National Management Salary Survey of 60,000 UK managers reveals that that men are more likely than women to have been promoted into senior and higher paying management roles in the past year, with no progress made on reducing the 23% gender pay gap.]]> Mon, 07 Nov 2016 12:16:54 GMT /slideshow/gender-salary-survey-2016-inforgraphic/68320008 cmi_managers@slideshare.net(cmi_managers) Gender Salary Survey 2016 Infographic cmi_managers MEN 40% MORE LIKELY THAN WOMEN TO BE PROMOTED IN MANAGEMENT ROLES Analysis of the 2016 National Management Salary Survey of 60,000 UK managers reveals that that men are more likely than women to have been promoted into senior and higher paying management roles in the past year, with no progress made on reducing the 23% gender pay gap. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/gender-salary-survey-infographic-2016-161107121654-thumbnail.jpg?width=120&height=120&fit=bounds" /> MEN 40% MORE LIKELY THAN WOMEN TO BE PROMOTED IN MANAGEMENT ROLES Analysis of the 2016 National Management Salary Survey of 60,000 UK managers reveals that that men are more likely than women to have been promoted into senior and higher paying management roles in the past year, with no progress made on reducing the 23% gender pay gap.

Gender Salary Survey 2016 Infographic from Chartered Management Institute

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0 National Management Salary Survey 2016 Infographic /slideshow/national-management-salary-survey-2016-infographic/68319811 cminationalmanagementsalarysurveyinfographic-161107121214
Employers still rewarding poorly-performing bosses with bonuses. Data from the 2016 National Management Salary Survey reveal that many managers and professional staff still reap the benefits of bonus pay outs despite falling short of expectations.]]>
Employers still rewarding poorly-performing bosses with bonuses. Data from the 2016 National Management Salary Survey reveal that many managers and professional staff still reap the benefits of bonus pay outs despite falling short of expectations.]]> Mon, 07 Nov 2016 12:12:14 GMT /slideshow/national-management-salary-survey-2016-infographic/68319811 cmi_managers@slideshare.net(cmi_managers) National Management Salary Survey 2016 Infographic cmi_managers Employers still rewarding poorly-performing bosses with bonuses. Data from the 2016 National Management Salary Survey reveal that many managers and professional staff still reap the benefits of bonus pay outs despite falling short of expectations. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/cminationalmanagementsalarysurveyinfographic-161107121214-thumbnail.jpg?width=120&height=120&fit=bounds" /> Employers still rewarding poorly-performing bosses with bonuses. Data from the 2016 National Management Salary Survey reveal that many managers and professional staff still reap the benefits of bonus pay outs despite falling short of expectations.

National Management Salary Survey 2016 Infographic from Chartered Management Institute

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0 Bouncing Back: Leadership Lessons in Resilience Infographic /slideshow/bouncing-back-leadership-lessons-in-resilience-infographic/68319474 bouncingbackleadershiplessonsinresilienceinfographic-161107120343
Lessons from business leaders who have overcome adversity. ‘Bouncing Back’ is a new interview series with outstanding leaders sharing their hard-earned lessons on how they managed in tough times and triumphed over adversity. Personal conflict, reputation crises, project failure and business collapse. Adversity is part of the job for leaders. But those who succeed learn from failure and bounce back stronger.]]>
Lessons from business leaders who have overcome adversity. ‘Bouncing Back’ is a new interview series with outstanding leaders sharing their hard-earned lessons on how they managed in tough times and triumphed over adversity. Personal conflict, reputation crises, project failure and business collapse. Adversity is part of the job for leaders. But those who succeed learn from failure and bounce back stronger.]]> Mon, 07 Nov 2016 12:03:43 GMT /slideshow/bouncing-back-leadership-lessons-in-resilience-infographic/68319474 cmi_managers@slideshare.net(cmi_managers) Bouncing Back: Leadership Lessons in Resilience Infographic cmi_managers Lessons from business leaders who have overcome adversity. ‘Bouncing Back’ is a new interview series with outstanding leaders sharing their hard-earned lessons on how they managed in tough times and triumphed over adversity. Personal conflict, reputation crises, project failure and business collapse. Adversity is part of the job for leaders. But those who succeed learn from failure and bounce back stronger. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/bouncingbackleadershiplessonsinresilienceinfographic-161107120343-thumbnail.jpg?width=120&height=120&fit=bounds" /> Lessons from business leaders who have overcome adversity. ‘Bouncing Back’ is a new interview series with outstanding leaders sharing their hard-earned lessons on how they managed in tough times and triumphed over adversity. Personal conflict, reputation crises, project failure and business collapse. Adversity is part of the job for leaders. But those who succeed learn from failure and bounce back stronger.

Bouncing Back: Leadership Lessons in Resilience Infographic from Chartered Management Institute

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0 Bouncing Back: Leadership Lessons in Resilience Full Report /cmi_managers/bouncing-back-leadership-lessons-in-resilience-full-report bouncingbackleadershiplessonsinresiliencefullreport-161107115740
Lessons from business leaders who have overcome adversity. ‘Bouncing Back’ is a new interview series with outstanding leaders sharing their hard-earned lessons on how they managed in tough times and triumphed over adversity. Personal conflict, reputation crises, project failure and business collapse. Adversity is part of the job for leaders. But those who succeed learn from failure and bounce back stronger.]]>
Lessons from business leaders who have overcome adversity. ‘Bouncing Back’ is a new interview series with outstanding leaders sharing their hard-earned lessons on how they managed in tough times and triumphed over adversity. Personal conflict, reputation crises, project failure and business collapse. Adversity is part of the job for leaders. But those who succeed learn from failure and bounce back stronger.]]> Mon, 07 Nov 2016 11:57:40 GMT /cmi_managers/bouncing-back-leadership-lessons-in-resilience-full-report cmi_managers@slideshare.net(cmi_managers) Bouncing Back: Leadership Lessons in Resilience Full Report cmi_managers Lessons from business leaders who have overcome adversity. ‘Bouncing Back’ is a new interview series with outstanding leaders sharing their hard-earned lessons on how they managed in tough times and triumphed over adversity. Personal conflict, reputation crises, project failure and business collapse. Adversity is part of the job for leaders. But those who succeed learn from failure and bounce back stronger. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/bouncingbackleadershiplessonsinresiliencefullreport-161107115740-thumbnail.jpg?width=120&height=120&fit=bounds" /> Lessons from business leaders who have overcome adversity. ‘Bouncing Back’ is a new interview series with outstanding leaders sharing their hard-earned lessons on how they managed in tough times and triumphed over adversity. Personal conflict, reputation crises, project failure and business collapse. Adversity is part of the job for leaders. But those who succeed learn from failure and bounce back stronger.

Bouncing Back: Leadership Lessons in Resilience Full Report from Chartered Management Institute

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0 Infographic: Age of Uncertainty by CMI and EY Foundation /slideshow/infographic-age-of-uncertainty-by-cmi-and-ey-foundation/68319013 cmi-eyf-an-age-of-uncertainty-infographic-161107115233
Young people’s views on the challenges of getting into work in 21st century Britain. Employers across the UK are urged to back a school-to-work agenda in a new report published by the Chartered Management Institute (CMI) and the EY Foundation. This research incorporates the views of over 1,500 16-21-year-olds across the UK and highlights the challenges that young people face preparing for the world of work. ]]>
Young people’s views on the challenges of getting into work in 21st century Britain. Employers across the UK are urged to back a school-to-work agenda in a new report published by the Chartered Management Institute (CMI) and the EY Foundation. This research incorporates the views of over 1,500 16-21-year-olds across the UK and highlights the challenges that young people face preparing for the world of work. ]]> Mon, 07 Nov 2016 11:52:33 GMT /slideshow/infographic-age-of-uncertainty-by-cmi-and-ey-foundation/68319013 cmi_managers@slideshare.net(cmi_managers) Infographic: Age of Uncertainty by CMI and EY Foundation cmi_managers Young people’s views on the challenges of getting into work in 21st century Britain. Employers across the UK are urged to back a school-to-work agenda in a new report published by the Chartered Management Institute (CMI) and the EY Foundation. This research incorporates the views of over 1,500 16-21-year-olds across the UK and highlights the challenges that young people face preparing for the world of work. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/cmi-eyf-an-age-of-uncertainty-infographic-161107115233-thumbnail.jpg?width=120&height=120&fit=bounds" /> Young people’s views on the challenges of getting into work in 21st century Britain. Employers across the UK are urged to back a school-to-work agenda in a new report published by the Chartered Management Institute (CMI) and the EY Foundation. This research incorporates the views of over 1,500 16-21-year-olds across the UK and highlights the challenges that young people face preparing for the world of work.

Infographic: Age of Uncertainty by CMI and EY Foundation from Chartered Management Institute

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0 Age of Uncertainty by CMI and EY Foundation /slideshow/age-of-uncertainty-by-cmi-and-ey-foundation/68318721 cmi-eyf-an-age-of-uncertainty-september-2016-161107114536
What can employers do today to develop the leadership and management talent of tomorrow? Our survey of 1,510 16-21-year-olds reveals their aspirations to become the next generation of bosses and team leaders. Read on to find out the challenges they face, and the steps employers and educators can take to equip young people with work-ready skills.]]>
What can employers do today to develop the leadership and management talent of tomorrow? Our survey of 1,510 16-21-year-olds reveals their aspirations to become the next generation of bosses and team leaders. Read on to find out the challenges they face, and the steps employers and educators can take to equip young people with work-ready skills.]]> Mon, 07 Nov 2016 11:45:36 GMT /slideshow/age-of-uncertainty-by-cmi-and-ey-foundation/68318721 cmi_managers@slideshare.net(cmi_managers) Age of Uncertainty by CMI and EY Foundation cmi_managers What can employers do today to develop the leadership and management talent of tomorrow? Our survey of 1,510 16-21-year-olds reveals their aspirations to become the next generation of bosses and team leaders. Read on to find out the challenges they face, and the steps employers and educators can take to equip young people with work-ready skills. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/cmi-eyf-an-age-of-uncertainty-september-2016-161107114536-thumbnail.jpg?width=120&height=120&fit=bounds" /> What can employers do today to develop the leadership and management talent of tomorrow? Our survey of 1,510 16-21-year-olds reveals their aspirations to become the next generation of bosses and team leaders. Read on to find out the challenges they face, and the steps employers and educators can take to equip young people with work-ready skills.

Age of Uncertainty by CMI and EY Foundation from Chartered Management Institute

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0 The MoralDNA of Employee-Owned Companies 2015 Report /slideshow/the-moraldna-of-employeeowned-companies-2015-report/57569477 themoraldnaofemployee-ownedcompanies2015report-160127173604
Nine in 10 people (90%) working in employee-owned companies describe its leadership style as ‘high performing, visionary, democratic and coaching’, compared to just six in 10 (58%) working in non-employee-owned businesses. That’s according to CMI and MoralDNA™ who explore the performance and productivity benefits to organisations of employee ownership in The MoralDNA of Employee-Owned Companies: Ownership Ethics and Performance. The report provides employers, and managers and leaders, with compelling, practical insight from research into the positive impact employee ownership makes on how a business is managed. More at: http://www.managers.org.uk/moraldna]]>
Nine in 10 people (90%) working in employee-owned companies describe its leadership style as ‘high performing, visionary, democratic and coaching’, compared to just six in 10 (58%) working in non-employee-owned businesses. That’s according to CMI and MoralDNA™ who explore the performance and productivity benefits to organisations of employee ownership in The MoralDNA of Employee-Owned Companies: Ownership Ethics and Performance. The report provides employers, and managers and leaders, with compelling, practical insight from research into the positive impact employee ownership makes on how a business is managed. More at: http://www.managers.org.uk/moraldna]]> Wed, 27 Jan 2016 17:36:04 GMT /slideshow/the-moraldna-of-employeeowned-companies-2015-report/57569477 cmi_managers@slideshare.net(cmi_managers) The MoralDNA of Employee-Owned Companies 2015 Report cmi_managers Nine in 10 people (90%) working in employee-owned companies describe its leadership style as ‘high performing, visionary, democratic and coaching’, compared to just six in 10 (58%) working in non-employee-owned businesses. That’s according to CMI and MoralDNA™ who explore the performance and productivity benefits to organisations of employee ownership in The MoralDNA of Employee-Owned Companies: Ownership Ethics and Performance. The report provides employers, and managers and leaders, with compelling, practical insight from research into the positive impact employee ownership makes on how a business is managed. More at: http://www.managers.org.uk/moraldna <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/themoraldnaofemployee-ownedcompanies2015report-160127173604-thumbnail.jpg?width=120&height=120&fit=bounds" /> Nine in 10 people (90%) working in employee-owned companies describe its leadership style as ‘high performing, visionary, democratic and coaching’, compared to just six in 10 (58%) working in non-employee-owned businesses. That’s according to CMI and MoralDNA™ who explore the performance and productivity benefits to organisations of employee ownership in The MoralDNA of Employee-Owned Companies: Ownership Ethics and Performance. The report provides employers, and managers and leaders, with compelling, practical insight from research into the positive impact employee ownership makes on how a business is managed. More at: http://www.managers.org.uk/moraldna

The MoralDNA of Employee-Owned Companies 2015 Report from Chartered Management Institute

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0 The Quality of Working Life 2016 Report /slideshow/the-quality-of-working-life-2016-report/57569471 qualityofworkinglife2016report-160127173601
'Always on managers' are now working 29 days extra a year and are suffering rising levels of stress according to the 2016 Quality of Working Life study. CMI and Work Psychology Group surveyed 1,574 UK managers. Read on to: Find out what’s driving the long-hours culture and the impact it has on workers and employers Learn from case studies of progressive businesses finding innovative ways to improve the quality of their employees’ working lives Take away recommendations on the effective management skills that improve welfare at work More at: http://www.managers.org.uk/qualityofworkinglife]]>
'Always on managers' are now working 29 days extra a year and are suffering rising levels of stress according to the 2016 Quality of Working Life study. CMI and Work Psychology Group surveyed 1,574 UK managers. Read on to: Find out what’s driving the long-hours culture and the impact it has on workers and employers Learn from case studies of progressive businesses finding innovative ways to improve the quality of their employees’ working lives Take away recommendations on the effective management skills that improve welfare at work More at: http://www.managers.org.uk/qualityofworkinglife]]> Wed, 27 Jan 2016 17:36:01 GMT /slideshow/the-quality-of-working-life-2016-report/57569471 cmi_managers@slideshare.net(cmi_managers) The Quality of Working Life 2016 Report cmi_managers 'Always on managers' are now working 29 days extra a year and are suffering rising levels of stress according to the 2016 Quality of Working Life study. CMI and Work Psychology Group surveyed 1,574 UK managers. Read on to: Find out what’s driving the long-hours culture and the impact it has on workers and employers Learn from case studies of progressive businesses finding innovative ways to improve the quality of their employees’ working lives Take away recommendations on the effective management skills that improve welfare at work More at: http://www.managers.org.uk/qualityofworkinglife <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/qualityofworkinglife2016report-160127173601-thumbnail.jpg?width=120&height=120&fit=bounds" /> 'Always on managers' are now working 29 days extra a year and are suffering rising levels of stress according to the 2016 Quality of Working Life study. CMI and Work Psychology Group surveyed 1,574 UK managers. Read on to: Find out what’s driving the long-hours culture and the impact it has on workers and employers Learn from case studies of progressive businesses finding innovative ways to improve the quality of their employees’ working lives Take away recommendations on the effective management skills that improve welfare at work More at: http://www.managers.org.uk/qualityofworkinglife

The Quality of Working Life 2016 Report from Chartered Management Institute

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0 Growing Your Small Business 2015 Report /slideshow/growing-your-small-business-2015-report/57569460 growingyoursmallbusiness2015report-160127173550
Research shows that a lack of management skills is responsible for 56% of small business failures, yet just one in three businesses with 5-24 employees have provided management training in the last 12 months. Growing Your Small Business connects SMEs with their local business schools and provides the information they need to raise their level of professional management and leadership skills to boost productivity and growth. More at: http://www.managers.org.uk/growingSMEs]]>
Research shows that a lack of management skills is responsible for 56% of small business failures, yet just one in three businesses with 5-24 employees have provided management training in the last 12 months. Growing Your Small Business connects SMEs with their local business schools and provides the information they need to raise their level of professional management and leadership skills to boost productivity and growth. More at: http://www.managers.org.uk/growingSMEs]]> Wed, 27 Jan 2016 17:35:50 GMT /slideshow/growing-your-small-business-2015-report/57569460 cmi_managers@slideshare.net(cmi_managers) Growing Your Small Business 2015 Report cmi_managers Research shows that a lack of management skills is responsible for 56% of small business failures, yet just one in three businesses with 5-24 employees have provided management training in the last 12 months. Growing Your Small Business connects SMEs with their local business schools and provides the information they need to raise their level of professional management and leadership skills to boost productivity and growth. More at: http://www.managers.org.uk/growingSMEs <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/growingyoursmallbusiness2015report-160127173550-thumbnail.jpg?width=120&height=120&fit=bounds" /> Research shows that a lack of management skills is responsible for 56% of small business failures, yet just one in three businesses with 5-24 employees have provided management training in the last 12 months. Growing Your Small Business connects SMEs with their local business schools and provides the information they need to raise their level of professional management and leadership skills to boost productivity and growth. More at: http://www.managers.org.uk/growingSMEs

Growing Your Small Business 2015 Report from Chartered Management Institute

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0 Chartered Manager 2015 Report /slideshow/chartered-manager-2015-report-57569451/57569451 charteredmanager2015report-160127173540
In December 2014 and January 2015, CMI conducted a survey of 535 Chartered Managers to explore the impact of becoming Chartered on their professional development, on their career progression, and the benefits that it has delivered to their employers. The findings from the research are revealed in this report. They are accompanied by insights from over 20 case study interviews conducted with Chartered Managers, with employers who have used Chartered Manager as part of their management development, and with higher education institutes that offer the accreditation to complement qualifications. More at: http://www.managers.org.uk/cmgr]]>
In December 2014 and January 2015, CMI conducted a survey of 535 Chartered Managers to explore the impact of becoming Chartered on their professional development, on their career progression, and the benefits that it has delivered to their employers. The findings from the research are revealed in this report. They are accompanied by insights from over 20 case study interviews conducted with Chartered Managers, with employers who have used Chartered Manager as part of their management development, and with higher education institutes that offer the accreditation to complement qualifications. More at: http://www.managers.org.uk/cmgr]]> Wed, 27 Jan 2016 17:35:40 GMT /slideshow/chartered-manager-2015-report-57569451/57569451 cmi_managers@slideshare.net(cmi_managers) Chartered Manager 2015 Report cmi_managers In December 2014 and January 2015, CMI conducted a survey of 535 Chartered Managers to explore the impact of becoming Chartered on their professional development, on their career progression, and the benefits that it has delivered to their employers. The findings from the research are revealed in this report. They are accompanied by insights from over 20 case study interviews conducted with Chartered Managers, with employers who have used Chartered Manager as part of their management development, and with higher education institutes that offer the accreditation to complement qualifications. More at: http://www.managers.org.uk/cmgr <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/charteredmanager2015report-160127173540-thumbnail.jpg?width=120&height=120&fit=bounds" /> In December 2014 and January 2015, CMI conducted a survey of 535 Chartered Managers to explore the impact of becoming Chartered on their professional development, on their career progression, and the benefits that it has delivered to their employers. The findings from the research are revealed in this report. They are accompanied by insights from over 20 case study interviews conducted with Chartered Managers, with employers who have used Chartered Manager as part of their management development, and with higher education institutes that offer the accreditation to complement qualifications. More at: http://www.managers.org.uk/cmgr

Chartered Manager 2015 Report from Chartered Management Institute

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0 National Management Salary Survey 2015 Infographic /slideshow/national-management-salary-survey-2015-infographic-57567607/57567607 nationalmanagementsalarysurvey2015infographic-160127165727
Poor performers still reaping rich rewards: Too many managers are flouting the principles of good performance management, as despite being rated as poor performers, they are still being rewarded by their employers according to new research published by the Chartered Management Institute (CMI) and XpertHR. More at: http://www.managers.org.uk/salarysurvey]]>
Poor performers still reaping rich rewards: Too many managers are flouting the principles of good performance management, as despite being rated as poor performers, they are still being rewarded by their employers according to new research published by the Chartered Management Institute (CMI) and XpertHR. More at: http://www.managers.org.uk/salarysurvey]]> Wed, 27 Jan 2016 16:57:27 GMT /slideshow/national-management-salary-survey-2015-infographic-57567607/57567607 cmi_managers@slideshare.net(cmi_managers) National Management Salary Survey 2015 Infographic cmi_managers Poor performers still reaping rich rewards: Too many managers are flouting the principles of good performance management, as despite being rated as poor performers, they are still being rewarded by their employers according to new research published by the Chartered Management Institute (CMI) and XpertHR. More at: http://www.managers.org.uk/salarysurvey <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/nationalmanagementsalarysurvey2015infographic-160127165727-thumbnail.jpg?width=120&height=120&fit=bounds" /> Poor performers still reaping rich rewards: Too many managers are flouting the principles of good performance management, as despite being rated as poor performers, they are still being rewarded by their employers according to new research published by the Chartered Management Institute (CMI) and XpertHR. More at: http://www.managers.org.uk/salarysurvey

National Management Salary Survey 2015 Infographic from Chartered Management Institute

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0 Gender Salary Survey 2015 Infographic /slideshow/gender-salary-survey-2015-infographic/57567597 gendersalarysurvey2015infographic-160127165717
Analysis of the 2015 National Management Salary Survey of 72,000 UK managers reveals that women working in equivalent full-time roles earn 22% less than men, meaning that they’re unpaid for 1h 40m a day – a total of 57 working days every year. More at: http://www.managers.org.uk/mindthepaygap]]>
Analysis of the 2015 National Management Salary Survey of 72,000 UK managers reveals that women working in equivalent full-time roles earn 22% less than men, meaning that they’re unpaid for 1h 40m a day – a total of 57 working days every year. More at: http://www.managers.org.uk/mindthepaygap]]> Wed, 27 Jan 2016 16:57:17 GMT /slideshow/gender-salary-survey-2015-infographic/57567597 cmi_managers@slideshare.net(cmi_managers) Gender Salary Survey 2015 Infographic cmi_managers Analysis of the 2015 National Management Salary Survey of 72,000 UK managers reveals that women working in equivalent full-time roles earn 22% less than men, meaning that they’re unpaid for 1h 40m a day – a total of 57 working days every year. More at: http://www.managers.org.uk/mindthepaygap <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/gendersalarysurvey2015infographic-160127165717-thumbnail.jpg?width=120&height=120&fit=bounds" /> Analysis of the 2015 National Management Salary Survey of 72,000 UK managers reveals that women working in equivalent full-time roles earn 22% less than men, meaning that they’re unpaid for 1h 40m a day – a total of 57 working days every year. More at: http://www.managers.org.uk/mindthepaygap

Gender Salary Survey 2015 Infographic from Chartered Management Institute

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0 Future Forecast 2015-16 Infographic /slideshow/future-forecast-201516-infographic/57567593 futureforecast2015-16infographic-160127165711
British managers have the gloomiest outlook for their organisations and the economy since 2012, according to the findings of Future Forecast 2015, CMI’s annual look-ahead survey. More at: http://www.managers.org.uk/futureforecast]]>
British managers have the gloomiest outlook for their organisations and the economy since 2012, according to the findings of Future Forecast 2015, CMI’s annual look-ahead survey. More at: http://www.managers.org.uk/futureforecast]]> Wed, 27 Jan 2016 16:57:11 GMT /slideshow/future-forecast-201516-infographic/57567593 cmi_managers@slideshare.net(cmi_managers) Future Forecast 2015-16 Infographic cmi_managers British managers have the gloomiest outlook for their organisations and the economy since 2012, according to the findings of Future Forecast 2015, CMI’s annual look-ahead survey. More at: http://www.managers.org.uk/futureforecast <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/futureforecast2015-16infographic-160127165711-thumbnail.jpg?width=120&height=120&fit=bounds" /> British managers have the gloomiest outlook for their organisations and the economy since 2012, according to the findings of Future Forecast 2015, CMI’s annual look-ahead survey. More at: http://www.managers.org.uk/futureforecast

Future Forecast 2015-16 Infographic from Chartered Management Institute

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0 Digital Learning 2016 Infographic /slideshow/digital-learning-2016-infographic/57567587 digitallearning2016infographic-160127165704
Employers are at risk of making tech-savvy managers ‘switch-off’ from learning new skills with dated digital technology, according to the findings of Learning to Lead: The Digital Potential. More at: http://www.managers.org.uk/digitallearning]]>
Employers are at risk of making tech-savvy managers ‘switch-off’ from learning new skills with dated digital technology, according to the findings of Learning to Lead: The Digital Potential. More at: http://www.managers.org.uk/digitallearning]]> Wed, 27 Jan 2016 16:57:04 GMT /slideshow/digital-learning-2016-infographic/57567587 cmi_managers@slideshare.net(cmi_managers) Digital Learning 2016 Infographic cmi_managers Employers are at risk of making tech-savvy managers ‘switch-off’ from learning new skills with dated digital technology, according to the findings of Learning to Lead: The Digital Potential. More at: http://www.managers.org.uk/digitallearning <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/digitallearning2016infographic-160127165704-thumbnail.jpg?width=120&height=120&fit=bounds" /> Employers are at risk of making tech-savvy managers ‘switch-off’ from learning new skills with dated digital technology, according to the findings of Learning to Lead: The Digital Potential. More at: http://www.managers.org.uk/digitallearning

Digital Learning 2016 Infographic from Chartered Management Institute

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0 Difficult Conversations 2015 Infographic /slideshow/difficult-conversations-2015-infographic/57567568 difficultconversations2015infographic-160127165644
The most difficult conversations the British public face in their lives are all in the workplace. Find out what topics people find hardest to talk about in their personal and professional lives with our difficult conversations infographic. More at: http://www.managers.org.uk/difficultconversations]]>
The most difficult conversations the British public face in their lives are all in the workplace. Find out what topics people find hardest to talk about in their personal and professional lives with our difficult conversations infographic. More at: http://www.managers.org.uk/difficultconversations]]> Wed, 27 Jan 2016 16:56:44 GMT /slideshow/difficult-conversations-2015-infographic/57567568 cmi_managers@slideshare.net(cmi_managers) Difficult Conversations 2015 Infographic cmi_managers The most difficult conversations the British public face in their lives are all in the workplace. Find out what topics people find hardest to talk about in their personal and professional lives with our difficult conversations infographic. More at: http://www.managers.org.uk/difficultconversations <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/difficultconversations2015infographic-160127165644-thumbnail.jpg?width=120&height=120&fit=bounds" /> The most difficult conversations the British public face in their lives are all in the workplace. Find out what topics people find hardest to talk about in their personal and professional lives with our difficult conversations infographic. More at: http://www.managers.org.uk/difficultconversations

Difficult Conversations 2015 Infographic from Chartered Management Institute

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0 https://cdn.slidesharecdn.com/profile-photo-cmi_managers-48x48.jpg?cb=1522842692 The Chartered Management Institute is the only chartered professional body that is dedicated to management and leadership. We are committed to raising the performance of business by championing management. We do this through supporting and advising individuals and organisations, or through engaging policy makers and key influencers in government and the management profession. www.managers.org.uk https://cdn.slidesharecdn.com/ss_thumbnails/emphasisonemployabilitycmihewhitepaper-161107123744-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/cmi-report-emphasis-on-employability/68321023 CMI Report: Emphasis o... https://cdn.slidesharecdn.com/ss_thumbnails/cmileadershipmanagementapprenticeships-161107123535-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/cmi-leadership-and-management-apprenticeships/68320937 CMI Leadership and Man... https://cdn.slidesharecdn.com/ss_thumbnails/cmi-top-banana-middle-manager-lifeline-report-161107123155-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/cmi-top-banana-middle-manager-lifeline-infographic-report/68320794 CMI Top Banana Middle ...