by Alison Marshall

In the past two years, we’ve seen and heard a lot of conversation around the ways we choose to reward and recognise performance. Current thinking on performance management suggests more frequent, informal conversations are more effective than traditional performance reviews. Managers need to create meaningful ways to recognise performance and create an environment that allows employees to give their best in their own way.

by Alison Marshall

One of the greatest challenges I’ve faced in L&D is designing and developing learning that’s sustainable after the first cohort has completed the programme.  After the initial wave of attendees, when you have a much smaller intake and even individuals, delivery can become resource/cost prohibitive and this can result in delays while you wait for a big enough group.  This means that learners don’t get access to the development opportunities that they need, when they need it.  On top of this, today’s learner is an ‘on-demand’ consumer who wants to learn where, when and how it suits them.

It’s fair to say that, even though it’s a relatively new concept in the world of HR, human-centred design has quickly become an accepted approach to problem solving. It does what it says on the tin – human-centred design develops solutions from a people perspective.  Earlier this year we blogged about incorporating design thinking principles into the way we work.  Human-centred design is a ‘sister’ process to design thinking.