Are We Witnessing The Death of the CV for Recruiting Top Talent?

As the economy bites harder, and as the job market experiences the full effects right across the UK and Europe, the competition for vacant positions has inevitably increased dramatically.

This also means that your hiring managers have to trawl through many more CVs to find the finest talent in your industry!

With some studies claiming between 25-50 applications per vacancy in the UK, it’s not only applicants who have some serious work to do when it comes to finding the right job-fit.It’s a mammoth task for any organisation to identify the best, most promising talent, especially when theirs is such a wealth to choose from.

cv deathThe number of (often very similar) CVs that an average HR manager or hiring manager has to sift through to create a shortlist for any given position not only takes up a huge chunk of their time, but is a task which also begs the question as to how useful the CV is in predicting performance anyway?

Can we really find the right person in the current sea of talent using only the trusty curriculum vitae to light our way?

Let’s go back a few years, into the not too distant past…

Do you remember the days, when we used to employ people almost solely on the basis of their CVs?



Are You Using Personality Data To Manage Your Virtual Team?

If you’ve ever been responsible for the success (or failure) of a team before, then you’ll know how difficult it can be to get each member firing on all cylinders and working together in harmony and unison – developing seriously effective teams can certainly be a huge hurdle.

The Challenges of Virtual Teams and Remote Workersglobe

Well, imagine if you’d never even met your team before, and had to manage their productivity, motivation and teamwork, from a totally different location on the globe, without ever coming face to face with ANY of them…

…a daunting thought for some, yet a reality for many people managers of today.

The rise of the virtual team and the remote worker has altered the way in which we think about people management, and has thrown up new challenges for us all to overcome.

Whilst many organisations resist the “remote revolution

Are You Making These 5 Major People Management Mistakes?

If there’s one thing that all successful business leaders and entrepreneurs know, it’s that making mistakes can be a hugely positive learning experience.


Well, a wise man once said that our mistakes guide us towards perfection, as we get opportunities to learn from our mistakes and do things better next time.

The thing is, if you’re a manager or leader responsible for motivating and mobilising a team of employees or executives, you may not actually be able to afford to keep making management mistakes


Calling All Line Managers: Time To Move Out Of Your Comfort Zone And Take Your Teams With You!

With so much talk and chatter across the online networks lately about the merits of developing great leadership within organisations, it occurred to me recently that it wouldn’t hurt to put the subject of management

In fact, whilst we’ve generally been pre-occupied with exploring the secrets of great leadership amongst ourselves, we may have been neglecting those line managers along the way, who don’t want to be leaders, but really want to be good managers.

Of course, having a leadership development program in place for your senior executives and key management roles is a must-have, but what about giving line managers what they need to become great too?

Battling, day in day out, to implement the vision and strategies of his or her senior leadership team, whilst trying to manage and motivate their team to carry the unpopular decisions that occasionally fly out of the board room…

It’s no wonder that some potentially superb line managers lose their zest for success, and become stuck in a rut. It’s also no secret that general managers generally get a bad press these days (haven’t they always?).

They are often expected to perform minor miracles for supervisors who have little to no idea what it’s really like to be on the shop floor.

wordynessWhat’s the deal with line managers?

Being a line manager is completely different from all the other positions within an organisational structure.

In most organisations, line managers get stuck in the space between the “leadership rock” and the “employee hard place

leadership legacy

Can You Establish Your Leadership Legacy And Still Stay Popular With Your People?

The notion of building a leadership legacy has always been a driving factor for business leaders and owners, who naturally strive to influence the way in which they will be remembered after they have gone.

Whether you’re a leader ready to retire, or a new manager itching to make your mark on your organisation; you are now writing history for your employees, but how will it read?

How you handle the defining moments in your leadership career will define the future of your career, your organisation and the opportunities that are available to your workforce in years to come.

The big problem is, there are a lot of leaders and managers out there who still think that authority, control and domination will secure their place as a strong and influential leader in the hearts and minds of their people and stakeholder, when in actual fact, it’s quite the opposite.

To lead your people, walk behind them

Women in Leadership: Anita Roddick

AnitaRoddickMuch has been written about the late, great Dame Anita Roddick, visionary founder of the Body Shop, ethical British business leader and socially-poised entrepreneur extraordinaire.

This could be partly due to the fact that she founded and grew one of the most iconic and successful British brands of the 21st century, starting out of a tiny shop in Brighton.

It may also be partly down to her inspirational style of leadership and the impact that her altruistic approach to capitalism and entrepreneurship left on her customers, employees and our society as a whole.

Whichever way you look at it, Anita Roddick remains one of the most innovative and influential British business leaders of all time, and rightly deserves the first slot in our new Human Insights blog series, “Women in Leadership”.

Here are even more persuasive figures: there are over 2000 Body Shop retail outlets in 52 markets serving over 75 million customers.
There are few other British brands that have enjoyed such a huge international success.

But what was Anita Roddick’s secret leadership sauce?

What was it about her leadership style that set her and her business apart from the rest?

What was it that drove her to build a business which enjoys such sustainable and long-term success, nearly 40 years later?

Above all, which leadership lessons can we learn from Anita Roddick and her Body Shop brand that can help us on our journey to business and personal success?

Let’s see.

She was an amazing inspiration to those around her… She was so ahead of the time when it came to issues of how business could be done in different ways… She was a true pioneer. – John Sauven, executive director of Greenpeace


Anita Roddick was undoubtedly a business and social visionary of our time. She not only combined the powerful elements of entrepreneurship, strategic thinking and ethical leadership, she also truly believed that “businesses have the power to do good” and really lived her vision, without exception.

“That’s why the Body Shop’s mission statement opens with the overriding commitment, ‘to dedicate our business to the pursuit of social and environmental change'”, she is famously quoted as saying.

Before founding the Body Shop, Roddick worked as an English and History teacher and travelled extensively throughout the world, picking up experiences and first-hand impressions of cultures and traditions, which were a world away from her British roots.

She was also employed in the Women’s Rights Department of the International Labor Organization in Geneva before she set up shop and started her own business making products out of natural ingredients.

In fact, the Body Shop was founded

How To Bring More Creativity Into Your Business

The Oxford Dictionary defines creativity as relating to or involving the use of the imagination or original ideas to create something.

In a nutshell, creativity could be seen simply as the ability to give life to new ideas and concepts and discover fresh approaches to solving a problem.

Applying this concept to an organisational context, creative employees might have the ability to think outside the box and to look at a challenging situation with a fresh and open-minded view, or they may have the natural drive to turn problems into opportunities.

Innovation can be a welcome by-product of creativity, but the solutions or ideas offered in this way do not necessarily have to be original. The idea of a jigsaw, where the pieces can simply be re-arranged to make a completely new picture, springs to mind.

Against this background – and in the current competitive economic climate – creativity must be seen as an essential characteristic of your workforce.

After all, it’s the ability to use an innovative approach and solve problems in new creative ways that gives your organisation the edge and differentiates it from your competition.

For this reason, it’s imperative that you