�ݺ�ߣshows by User: fourgroups

�ݺ�ߣshows by User: fourgroups / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: fourgroups / Wed, 21 Aug 2013 07:29:12 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: fourgroups Predictive People Management /slideshow/4g-d/25449352 4gdiscoveryslides10-130821072912-phpapp01
Predictive People Management - Four Groups - The Relationships and Culture People]]>
Predictive People Management - Four Groups - The Relationships and Culture People]]> Wed, 21 Aug 2013 07:29:12 GMT /slideshow/4g-d/25449352 fourgroups@slideshare.net(fourgroups) Predictive People Management fourgroups Predictive People Management - Four Groups - The Relationships and Culture People <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/4gdiscoveryslides10-130821072912-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Predictive People Management - Four Groups - The Relationships and Culture People

Predictive People Management from Four Groups

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0 Leadership, Intangibles & Talent Q3 2010 /slideshow/leadership-intangibles-talent-q3-2010/6006563 leadershipintangiblestalentq32010-fourgroups-101202080536-phpapp01
Welcome to the Q3 Quarterly Update for 2010. After the Summer lull, we have seen some thought provoking articles surrounding intangibles, HR, innovation and leadership. We’ll also explore the following themes; * Compensation and Motivation * The HR Conundrum * Relationships * Culture * Talent * Conclusion Articles are included from the likes of AT&T, the Financial Times, Hay Group, Hewlett Packard, Science Magazine, Wharton Business School and Zappos.com.]]>
Welcome to the Q3 Quarterly Update for 2010. After the Summer lull, we have seen some thought provoking articles surrounding intangibles, HR, innovation and leadership. We’ll also explore the following themes; * Compensation and Motivation * The HR Conundrum * Relationships * Culture * Talent * Conclusion Articles are included from the likes of AT&T, the Financial Times, Hay Group, Hewlett Packard, Science Magazine, Wharton Business School and Zappos.com.]]> Thu, 02 Dec 2010 08:05:21 GMT /slideshow/leadership-intangibles-talent-q3-2010/6006563 fourgroups@slideshare.net(fourgroups) Leadership, Intangibles & Talent Q3 2010 fourgroups Welcome to the Q3 Quarterly Update for 2010. After the Summer lull, we have seen some thought provoking articles surrounding intangibles, HR, innovation and leadership. We’ll also explore the following themes; * Compensation and Motivation * The HR Conundrum * Relationships * Culture * Talent * Conclusion Articles are included from the likes of AT&T, the Financial Times, Hay Group, Hewlett Packard, Science Magazine, Wharton Business School and Zappos.com. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/leadershipintangiblestalentq32010-fourgroups-101202080536-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Welcome to the Q3 Quarterly Update for 2010. After the Summer lull, we have seen some thought provoking articles surrounding intangibles, HR, innovation and leadership. We’ll also explore the following themes; * Compensation and Motivation * The HR Conundrum * Relationships * Culture * Talent * Conclusion Articles are included from the likes of AT&T, the Financial Times, Hay Group, Hewlett Packard, Science Magazine, Wharton Business School and Zappos.com.

Leadership, Intangibles & Talent Q3 2010 from Four Groups

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0 4G in Practice /slideshow/4-g-inpractice/5876822 4g-in-practice-101123104208-phpapp02
This presentation goes into much more detail about 4G, its applications and case studies. Information on the following topics is included; what makes 4G unique, 4G modules, strategy, case studies and implementation tactics.]]>
This presentation goes into much more detail about 4G, its applications and case studies. Information on the following topics is included; what makes 4G unique, 4G modules, strategy, case studies and implementation tactics.]]> Tue, 23 Nov 2010 10:41:59 GMT /slideshow/4-g-inpractice/5876822 fourgroups@slideshare.net(fourgroups) 4G in Practice fourgroups This presentation goes into much more detail about 4G, its applications and case studies. Information on the following topics is included; what makes 4G unique, 4G modules, strategy, case studies and implementation tactics. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/4g-in-practice-101123104208-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> This presentation goes into much more detail about 4G, its applications and case studies. Information on the following topics is included; what makes 4G unique, 4G modules, strategy, case studies and implementation tactics.

4G in Practice from Four Groups

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0 Removing Bottlenecks to High Performance /slideshow/emergent-leadership-research-03/5431777 emergentleadershipresearch03-101013053612-phpapp02
Research tells us that differences in organisations can mean a 20 - 200% increase in performance. Yet explaining the difference between high and low performance is often more art than science]]>
Research tells us that differences in organisations can mean a 20 - 200% increase in performance. Yet explaining the difference between high and low performance is often more art than science]]> Wed, 13 Oct 2010 05:36:09 GMT /slideshow/emergent-leadership-research-03/5431777 fourgroups@slideshare.net(fourgroups) Removing Bottlenecks to High Performance fourgroups Research tells us that differences in organisations can mean a 20 - 200% increase in performance. Yet explaining the difference between high and low performance is often more art than science <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/emergentleadershipresearch03-101013053612-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Research tells us that differences in organisations can mean a 20 - 200% increase in performance. Yet explaining the difference between high and low performance is often more art than science

Removing Bottlenecks to High Performance from Four Groups

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0 The Hidden 20 - 40% Of Peformance /slideshow/the-hidden-20-40-of-peformance/3166457 thehidden20-40ofpeformance-100213022822-phpapp01
20 - 40% of performance is determined by the quality of people’s relationships, yet there are no tools that allow relationships to be predicted and forecast]]>
20 - 40% of performance is determined by the quality of people’s relationships, yet there are no tools that allow relationships to be predicted and forecast]]> Sat, 13 Feb 2010 02:28:17 GMT /slideshow/the-hidden-20-40-of-peformance/3166457 fourgroups@slideshare.net(fourgroups) The Hidden 20 - 40% Of Peformance fourgroups 20 - 40% of performance is determined by the quality of people’s relationships, yet there are no tools that allow relationships to be predicted and forecast <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/thehidden20-40ofpeformance-100213022822-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> 20 - 40% of performance is determined by the quality of people’s relationships, yet there are no tools that allow relationships to be predicted and forecast

The Hidden 20 - 40% Of Peformance from Four Groups

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0 The Foundation Course Overview - Four Groups /slideshow/the-foundation-course-overview-four-groups/2451770 thefoundationcourseoverview-fourgroups-091108133257-phpapp01
The Foundation Course is an advanced developmental application of 4G. By combining the Social Profiles from 4G with the skills of a facilitator, the Foundation Course represents an alternative to traditional executive coaching.]]>
The Foundation Course is an advanced developmental application of 4G. By combining the Social Profiles from 4G with the skills of a facilitator, the Foundation Course represents an alternative to traditional executive coaching.]]> Sun, 08 Nov 2009 13:32:47 GMT /slideshow/the-foundation-course-overview-four-groups/2451770 fourgroups@slideshare.net(fourgroups) The Foundation Course Overview - Four Groups fourgroups The Foundation Course is an advanced developmental application of 4G. By combining the Social Profiles from 4G with the skills of a facilitator, the Foundation Course represents an alternative to traditional executive coaching. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/thefoundationcourseoverview-fourgroups-091108133257-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> The Foundation Course is an advanced developmental application of 4G. By combining the Social Profiles from 4G with the skills of a facilitator, the Foundation Course represents an alternative to traditional executive coaching.

The Foundation Course Overview - Four Groups from Four Groups

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0 Linking Financial Values And Cultural Values Four Groups /slideshow/linking-financial-values-and-cultural-values-four-groups/2451690 linkingfinancialvaluesandculturalvalues-fourgroups-091108131221-phpapp01
The financial and cultural values of an organisation often appear to be two separate and distinct entities. However, simultaneously linking and managing them can have a major impact on the success of both strategy and its execution.]]>
The financial and cultural values of an organisation often appear to be two separate and distinct entities. However, simultaneously linking and managing them can have a major impact on the success of both strategy and its execution.]]> Sun, 08 Nov 2009 13:12:15 GMT /slideshow/linking-financial-values-and-cultural-values-four-groups/2451690 fourgroups@slideshare.net(fourgroups) Linking Financial Values And Cultural Values Four Groups fourgroups The financial and cultural values of an organisation often appear to be two separate and distinct entities. However, simultaneously linking and managing them can have a major impact on the success of both strategy and its execution. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/linkingfinancialvaluesandculturalvalues-fourgroups-091108131221-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> The financial and cultural values of an organisation often appear to be two separate and distinct entities. However, simultaneously linking and managing them can have a major impact on the success of both strategy and its execution.

Linking Financial Values And Cultural Values Four Groups from Four Groups

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0 HR - Boom or Bust - Four Groups /slideshow/hr-boom-or-bust-four-groups/2451650 hr-boomorbust-fourgroups-091108130438-phpapp01
Commentators are currently polarised around the future of the HR function. Some suggest that the function is about to enter a boom period as after several years of cajoling, organisations are placing far greater emphasis on talent management and putting strategic HR activities at the heart of the business. On the other hand, others believe that HR is still struggling to rise to the challenge and is destined to remain a transaction based cost centre for the foreseeable future. As with most things, the truth probably lies somewhere in the middle. This article explores the evidence for both perspectives and suggests that solving apparently intangible human capital problems is the best way for HR to profit given current circumstances.]]>
Commentators are currently polarised around the future of the HR function. Some suggest that the function is about to enter a boom period as after several years of cajoling, organisations are placing far greater emphasis on talent management and putting strategic HR activities at the heart of the business. On the other hand, others believe that HR is still struggling to rise to the challenge and is destined to remain a transaction based cost centre for the foreseeable future. As with most things, the truth probably lies somewhere in the middle. This article explores the evidence for both perspectives and suggests that solving apparently intangible human capital problems is the best way for HR to profit given current circumstances.]]> Sun, 08 Nov 2009 13:03:27 GMT /slideshow/hr-boom-or-bust-four-groups/2451650 fourgroups@slideshare.net(fourgroups) HR - Boom or Bust - Four Groups fourgroups Commentators are currently polarised around the future of the HR function. Some suggest that the function is about to enter a boom period as after several years of cajoling, organisations are placing far greater emphasis on talent management and putting strategic HR activities at the heart of the business. On the other hand, others believe that HR is still struggling to rise to the challenge and is destined to remain a transaction based cost centre for the foreseeable future. As with most things, the truth probably lies somewhere in the middle. This article explores the evidence for both perspectives and suggests that solving apparently intangible human capital problems is the best way for HR to profit given current circumstances. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/hr-boomorbust-fourgroups-091108130438-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Commentators are currently polarised around the future of the HR function. Some suggest that the function is about to enter a boom period as after several years of cajoling, organisations are placing far greater emphasis on talent management and putting strategic HR activities at the heart of the business. On the other hand, others believe that HR is still struggling to rise to the challenge and is destined to remain a transaction based cost centre for the foreseeable future. As with most things, the truth probably lies somewhere in the middle. This article explores the evidence for both perspectives and suggests that solving apparently intangible human capital problems is the best way for HR to profit given current circumstances.

HR - Boom or Bust - Four Groups from Four Groups

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0 Actions For Enterprise Collaboration Four Groups /slideshow/actions-for-enterprise-collaboration-four-groups/2451566 actionsforenterprisecollaboration-fourgroups-091108124409-phpapp01
Companies need to innovate relentlessly to even stand still in an increasingly global and competitive economy. No longer is it sufficient to deliver incremental improvements at a leisurely pace. Instead disruptive innovations of the type that fundamentally alters markets and business processes must be sought out and delivered regularly and predictably. Disruptive innovation must become a core business process. This article shows how to achieve this.]]>
Companies need to innovate relentlessly to even stand still in an increasingly global and competitive economy. No longer is it sufficient to deliver incremental improvements at a leisurely pace. Instead disruptive innovations of the type that fundamentally alters markets and business processes must be sought out and delivered regularly and predictably. Disruptive innovation must become a core business process. This article shows how to achieve this.]]> Sun, 08 Nov 2009 12:43:56 GMT /slideshow/actions-for-enterprise-collaboration-four-groups/2451566 fourgroups@slideshare.net(fourgroups) Actions For Enterprise Collaboration Four Groups fourgroups Companies need to innovate relentlessly to even stand still in an increasingly global and competitive economy. No longer is it sufficient to deliver incremental improvements at a leisurely pace. Instead disruptive innovations of the type that fundamentally alters markets and business processes must be sought out and delivered regularly and predictably. Disruptive innovation must become a core business process. This article shows how to achieve this. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/actionsforenterprisecollaboration-fourgroups-091108124409-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Companies need to innovate relentlessly to even stand still in an increasingly global and competitive economy. No longer is it sufficient to deliver incremental improvements at a leisurely pace. Instead disruptive innovations of the type that fundamentally alters markets and business processes must be sought out and delivered regularly and predictably. Disruptive innovation must become a core business process. This article shows how to achieve this.

Actions For Enterprise Collaboration Four Groups from Four Groups

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0 A Summary Of How 4G Works - Four Groups /slideshow/a-summary-of-how-4g-works-four-groups/2451494 asummaryofhow4gworks-fourgroups-091108122740-phpapp02
4G is a proprietary approach to predicting relationships, behaviour and group cultures. Based in part on the work of Swiss psychiatrist Carl Jung, 4G incorporates measures of people’s strengths, creativity, motivation and weaknesses. The model contains 16 definitions of individual’s behavior, 14 different relationship types and 4 examples of group culture.]]>
4G is a proprietary approach to predicting relationships, behaviour and group cultures. Based in part on the work of Swiss psychiatrist Carl Jung, 4G incorporates measures of people’s strengths, creativity, motivation and weaknesses. The model contains 16 definitions of individual’s behavior, 14 different relationship types and 4 examples of group culture.]]> Sun, 08 Nov 2009 12:27:39 GMT /slideshow/a-summary-of-how-4g-works-four-groups/2451494 fourgroups@slideshare.net(fourgroups) A Summary Of How 4G Works - Four Groups fourgroups 4G is a proprietary approach to predicting relationships, behaviour and group cultures. Based in part on the work of Swiss psychiatrist Carl Jung, 4G incorporates measures of people’s strengths, creativity, motivation and weaknesses. The model contains 16 definitions of individual’s behavior, 14 different relationship types and 4 examples of group culture. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/asummaryofhow4gworks-fourgroups-091108122740-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> 4G is a proprietary approach to predicting relationships, behaviour and group cultures. Based in part on the work of Swiss psychiatrist Carl Jung, 4G incorporates measures of people’s strengths, creativity, motivation and weaknesses. The model contains 16 definitions of individual’s behavior, 14 different relationship types and 4 examples of group culture.

A Summary Of How 4G Works - Four Groups from Four Groups

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0 4G In Context /slideshow/4g-in-context/2451457 4gincontext-fourgroups-091108121938-phpapp02
Four Groups have developed a tool to better understand and optimise behaviours, relationships and culture in the workplace, 4G has been designed to help prevent and resolve intangible issues and problems that impact individual and group performance. This document is designed to introduce 4G and to show how it compares to and differs from other tools and techniques which organisations use to help manage their people.]]>
Four Groups have developed a tool to better understand and optimise behaviours, relationships and culture in the workplace, 4G has been designed to help prevent and resolve intangible issues and problems that impact individual and group performance. This document is designed to introduce 4G and to show how it compares to and differs from other tools and techniques which organisations use to help manage their people.]]> Sun, 08 Nov 2009 12:19:33 GMT /slideshow/4g-in-context/2451457 fourgroups@slideshare.net(fourgroups) 4G In Context fourgroups Four Groups have developed a tool to better understand and optimise behaviours, relationships and culture in the workplace, 4G has been designed to help prevent and resolve intangible issues and problems that impact individual and group performance. This document is designed to introduce 4G and to show how it compares to and differs from other tools and techniques which organisations use to help manage their people. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/4gincontext-fourgroups-091108121938-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Four Groups have developed a tool to better understand and optimise behaviours, relationships and culture in the workplace, 4G has been designed to help prevent and resolve intangible issues and problems that impact individual and group performance. This document is designed to introduce 4G and to show how it compares to and differs from other tools and techniques which organisations use to help manage their people.

4G In Context from Four Groups

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0 Leadership, Intangibles & Talent Q3 2009 Four Groups /slideshow/leadership-intangibles-talent-q3-2009-four-groups/2398084 leadershipintangiblestalentq32009-fourgroups-091101162049-phpapp01
Welcome to 2009’s third quarterly review, as with previous issues, engagement continues to be at the forefront of people’s thoughts. Behind the engagement debate however there seems to be a growing call for a wider reappraisal of the fundamental way corporations are organised and for me personally, this is the most interesting aspect of this quarter’s articles. Other themes include; • Shifting the Organisational Pyramid • The McLeod Review on Employee Engagement • The Leader/Manager Debate • Line Managers who Lead • The Intrinsic Motivation of Autonomy, Mastery and Purpose • The Irrationality of Human Behaviour • Tomorrow’s HR Professionals - A Multi-Disciplinary Background Articles are included from the likes of Harvard Business School, Henry Mintzberg, HR Magazine, McKinsey, the McLeod Review, the Partnership Institute, Personnel Today, Strategy + Business and TED.]]>
Welcome to 2009’s third quarterly review, as with previous issues, engagement continues to be at the forefront of people’s thoughts. Behind the engagement debate however there seems to be a growing call for a wider reappraisal of the fundamental way corporations are organised and for me personally, this is the most interesting aspect of this quarter’s articles. Other themes include; • Shifting the Organisational Pyramid • The McLeod Review on Employee Engagement • The Leader/Manager Debate • Line Managers who Lead • The Intrinsic Motivation of Autonomy, Mastery and Purpose • The Irrationality of Human Behaviour • Tomorrow’s HR Professionals - A Multi-Disciplinary Background Articles are included from the likes of Harvard Business School, Henry Mintzberg, HR Magazine, McKinsey, the McLeod Review, the Partnership Institute, Personnel Today, Strategy + Business and TED.]]> Sun, 01 Nov 2009 16:20:37 GMT /slideshow/leadership-intangibles-talent-q3-2009-four-groups/2398084 fourgroups@slideshare.net(fourgroups) Leadership, Intangibles & Talent Q3 2009 Four Groups fourgroups Welcome to 2009’s third quarterly review, as with previous issues, engagement continues to be at the forefront of people’s thoughts. Behind the engagement debate however there seems to be a growing call for a wider reappraisal of the fundamental way corporations are organised and for me personally, this is the most interesting aspect of this quarter’s articles. Other themes include; • Shifting the Organisational Pyramid • The McLeod Review on Employee Engagement • The Leader/Manager Debate • Line Managers who Lead • The Intrinsic Motivation of Autonomy, Mastery and Purpose • The Irrationality of Human Behaviour • Tomorrow’s HR Professionals - A Multi-Disciplinary Background Articles are included from the likes of Harvard Business School, Henry Mintzberg, HR Magazine, McKinsey, the McLeod Review, the Partnership Institute, Personnel Today, Strategy + Business and TED. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/leadershipintangiblestalentq32009-fourgroups-091101162049-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Welcome to 2009’s third quarterly review, as with previous issues, engagement continues to be at the forefront of people’s thoughts. Behind the engagement debate however there seems to be a growing call for a wider reappraisal of the fundamental way corporations are organised and for me personally, this is the most interesting aspect of this quarter’s articles. Other themes include; • Shifting the Organisational Pyramid • The McLeod Review on Employee Engagement • The Leader/Manager Debate • Line Managers who Lead • The Intrinsic Motivation of Autonomy, Mastery and Purpose • The Irrationality of Human Behaviour • Tomorrow’s HR Professionals - A Multi-Disciplinary Background Articles are included from the likes of Harvard Business School, Henry Mintzberg, HR Magazine, McKinsey, the McLeod Review, the Partnership Institute, Personnel Today, Strategy + Business and TED.

Leadership, Intangibles & Talent Q3 2009 Four Groups from Four Groups

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0 Leadership, Intangibles & Talent Q2 2009 Four Groups /slideshow/leadership-intangibles-talent-q2-2009-four-groups/1780696 leadershipintangiblestalentq22009-fourgroups-090728105453-phpapp02
Reading through this quarter’s articles, there were plenty of pieces rehashing practical tips on how to deal with the recession. However, there are a number of interesting ideas and themes lurking beneath the surface. * Intangibles such as engagement, networking and collaboration are hot topics but managing these issues is easier said than done * New technologies have the potential to revolutionise the way we understand organisational behaviour, although the appetite for this information is as yet unclear * Line managers can play a pivotal role in developing engaged employees and this has implications for how organisations approach talent management * Firms are waking up to the importance of engagement, in these recessionary times, once costs have been stripped out, the need to do more with less is paramount * Knowledge is key to value creation but how we educate and train for working with this often intangible and unpredictable environment is unknown]]>
Reading through this quarter’s articles, there were plenty of pieces rehashing practical tips on how to deal with the recession. However, there are a number of interesting ideas and themes lurking beneath the surface. * Intangibles such as engagement, networking and collaboration are hot topics but managing these issues is easier said than done * New technologies have the potential to revolutionise the way we understand organisational behaviour, although the appetite for this information is as yet unclear * Line managers can play a pivotal role in developing engaged employees and this has implications for how organisations approach talent management * Firms are waking up to the importance of engagement, in these recessionary times, once costs have been stripped out, the need to do more with less is paramount * Knowledge is key to value creation but how we educate and train for working with this often intangible and unpredictable environment is unknown]]> Tue, 28 Jul 2009 10:54:46 GMT /slideshow/leadership-intangibles-talent-q2-2009-four-groups/1780696 fourgroups@slideshare.net(fourgroups) Leadership, Intangibles & Talent Q2 2009 Four Groups fourgroups Reading through this quarter’s articles, there were plenty of pieces rehashing practical tips on how to deal with the recession. However, there are a number of interesting ideas and themes lurking beneath the surface. * Intangibles such as engagement, networking and collaboration are hot topics but managing these issues is easier said than done * New technologies have the potential to revolutionise the way we understand organisational behaviour, although the appetite for this information is as yet unclear * Line managers can play a pivotal role in developing engaged employees and this has implications for how organisations approach talent management * Firms are waking up to the importance of engagement, in these recessionary times, once costs have been stripped out, the need to do more with less is paramount * Knowledge is key to value creation but how we educate and train for working with this often intangible and unpredictable environment is unknown <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/leadershipintangiblestalentq22009-fourgroups-090728105453-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Reading through this quarter’s articles, there were plenty of pieces rehashing practical tips on how to deal with the recession. However, there are a number of interesting ideas and themes lurking beneath the surface. * Intangibles such as engagement, networking and collaboration are hot topics but managing these issues is easier said than done * New technologies have the potential to revolutionise the way we understand organisational behaviour, although the appetite for this information is as yet unclear * Line managers can play a pivotal role in developing engaged employees and this has implications for how organisations approach talent management * Firms are waking up to the importance of engagement, in these recessionary times, once costs have been stripped out, the need to do more with less is paramount * Knowledge is key to value creation but how we educate and train for working with this often intangible and unpredictable environment is unknown

Leadership, Intangibles & Talent Q2 2009 Four Groups from Four Groups

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0 Something you can't quite put your finger on? /slideshow/something-you-cant-quite-put-your-finger-on/1642963 wickedproblems03optimised-090626052259-phpapp01
An introduction to wicked problems and thoughts on how to tackle them]]>
An introduction to wicked problems and thoughts on how to tackle them]]> Fri, 26 Jun 2009 05:22:55 GMT /slideshow/something-you-cant-quite-put-your-finger-on/1642963 fourgroups@slideshare.net(fourgroups) Something you can't quite put your finger on? fourgroups An introduction to wicked problems and thoughts on how to tackle them <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/wickedproblems03optimised-090626052259-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> An introduction to wicked problems and thoughts on how to tackle them

Something you can't quite put your finger on? from Four Groups

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0 HR, do you want to add more value to the business? /slideshow/hr-do-you-want-to-add-more-value-to-the-business-1243381/1243381 hrdoyouwanttoaddmorevaluetothebusiness-090403033417-phpapp01
Does your work always get the recognition it deserves?]]>
Does your work always get the recognition it deserves?]]> Fri, 03 Apr 2009 03:34:13 GMT /slideshow/hr-do-you-want-to-add-more-value-to-the-business-1243381/1243381 fourgroups@slideshare.net(fourgroups) HR, do you want to add more value to the business? fourgroups Does your work always get the recognition it deserves? <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/hrdoyouwanttoaddmorevaluetothebusiness-090403033417-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Does your work always get the recognition it deserves?

HR, do you want to add more value to the business? from Four Groups

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0 Leadership, Intangibles & Talent Q1 2009 Four Groups /slideshow/leadership-intangibles-talent-q1-2009-four-groups/1243370 leadershipintangiblestalentq12009-fourgroups-090403033112-phpapp01
Unsurprisingly, the financial crisis is still uppermost in people’ s minds and new ideas and insights are slowly emerging, interestingly not always from organisations which one would term the “HR establishment”. Over and above this, other themes for this quarter include; • Leadership development is going nowhere fast • HR’ s relevance to an organisation’ s success • HR acting more like a teenager, or not • Command and control, enterprise 2.0 and amplified workers • Successful recruitment via a self directing process • A lack of creativity and death by data • The big picture HR role • Innovation, change and new ideas As always any comments and feedback are welcome!]]>
Unsurprisingly, the financial crisis is still uppermost in people’ s minds and new ideas and insights are slowly emerging, interestingly not always from organisations which one would term the “HR establishment”. Over and above this, other themes for this quarter include; • Leadership development is going nowhere fast • HR’ s relevance to an organisation’ s success • HR acting more like a teenager, or not • Command and control, enterprise 2.0 and amplified workers • Successful recruitment via a self directing process • A lack of creativity and death by data • The big picture HR role • Innovation, change and new ideas As always any comments and feedback are welcome!]]> Fri, 03 Apr 2009 03:30:58 GMT /slideshow/leadership-intangibles-talent-q1-2009-four-groups/1243370 fourgroups@slideshare.net(fourgroups) Leadership, Intangibles & Talent Q1 2009 Four Groups fourgroups Unsurprisingly, the financial crisis is still uppermost in people’ s minds and new ideas and insights are slowly emerging, interestingly not always from organisations which one would term the “HR establishment”. Over and above this, other themes for this quarter include; • Leadership development is going nowhere fast • HR’ s relevance to an organisation’ s success • HR acting more like a teenager, or not • Command and control, enterprise 2.0 and amplified workers • Successful recruitment via a self directing process • A lack of creativity and death by data • The big picture HR role • Innovation, change and new ideas As always any comments and feedback are welcome! <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/leadershipintangiblestalentq12009-fourgroups-090403033112-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Unsurprisingly, the financial crisis is still uppermost in people’ s minds and new ideas and insights are slowly emerging, interestingly not always from organisations which one would term the “HR establishment”. Over and above this, other themes for this quarter include; • Leadership development is going nowhere fast • HR’ s relevance to an organisation’ s success • HR acting more like a teenager, or not • Command and control, enterprise 2.0 and amplified workers • Successful recruitment via a self directing process • A lack of creativity and death by data • The big picture HR role • Innovation, change and new ideas As always any comments and feedback are welcome!

Leadership, Intangibles & Talent Q1 2009 Four Groups from Four Groups

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0 https://cdn.slidesharecdn.com/profile-photo-fourgroups-48x48.jpg?cb=1522824156 Four Groups has developed a new diagnostic and predictive profiling tool called 4G. 4G has been designed to improve understanding of behaviours, relationships and culture within organisations. By addressing issues affecting relationships and culture, we are able to avoid many of the problems associated with low productivity and poor performance. All of these intangibles have a direct effect on an organisation’s bottom line. fourgroups.com https://cdn.slidesharecdn.com/ss_thumbnails/4gdiscoveryslides10-130821072912-phpapp01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/4g-d/25449352 Predictive People Mana... https://cdn.slidesharecdn.com/ss_thumbnails/leadershipintangiblestalentq32010-fourgroups-101202080536-phpapp01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/leadership-intangibles-talent-q3-2010/6006563 Leadership, Intangible... https://cdn.slidesharecdn.com/ss_thumbnails/4g-in-practice-101123104208-phpapp02-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/4-g-inpractice/5876822 4G in Practice