Entries by Adrienne Davitt

Our Outplacement Services

During what can be a very challenging and often potentially difficult period, we at DCP have established an extremely professional, supportive and progressive programme

March 4, 2011 by

Talent 2020 – Talent in a Reset World

Talent management is as important now as ever before. There is a new burning platform for managing talent, assessing talent and, of course, developing talent. As each organisation in its own way is facing a new business paradigm, HR and talent professionals must respond.

As with the new business paradigm, talent management is faced with new challenges as we face into the new decade. The challenges are ones of changing demographics, global mobility, generational differences, analytics (moneyball talent management) and social media, to name but a few.

This presentation highlights some of these challenges and how we should and could respond.

February 9, 2011 by

Driving learning back into the business: the 70/20/10 concept

About 70 per cent of organisational learning takes place on the job, through solving problems and through special assignments and other day-to-day activities. Another 20 per cent occurs through drawing on the knowledge of others in the workplace, from informal learning, from coaching and mentoring, and from support and direction from managers and colleagues. Only 10 per cent occurs through formal learning, whether classroom, workshop or, more recently, e-learning.

January 7, 2011 by
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Emotion and Leadership 1

The area of emotion in the workplace is one that is easily overlooked by top level management. Previous to the last decade emotions in the workplace have mainly been discussed as a hindrance to good management, as a distraction to rational decision making or a byproduct of interpersonal conflicts.

December 14, 2010 by

Inspiring Leaders by Martyn Newman PhD., DPsych.

Most of us agree that great leaders are those that inspire us to act and give us a sense of purpose that has little to do with any external incentive or reward. They have a remarkable ability to tap into the very personal, intrinsic motivations that drive each of us and help us reach for something better in ourselves. And we know that people who love going to work, are more creative and more productive, and they treat their colleagues, clients and customers better.

November 24, 2010 by

10-steps to Delivering Constructive Feedback

Smart people see feedback as a rich source of information that can help them to recognise and celebrate their successes whilst highlighting areas that they can improve upon thus ensuring their continued success into the future. Smart organisations create a culture in which feedback is not only accepted but it is promoted, valued and both given and received in abundance.

September 30, 2010 by

The Power of Transformational Leadership

Have you ever been in a group situation where someone has taken control of the group by describing their clear vision for the group’s goals, a real passion for the work to be done and an ability to make the rest of the group feel energized?

August 20, 2010 by

Understanding Cultural Differences – Implications for Teams at Work

With the globalisation of the economy and the diversification of the labour market, more and more organisations are relying on multi-cultural teams (MCT). Although MCTs often produce more creative solutions and better quality decisions, they can also bring with them complex group dynamics, unique communication issues and a greater potential for interpersonal conflict.

July 20, 2010 by