Entries by dave

DavittCorporatePartners wins ESB contract

DavittCorporatePartners are delighted to announce that we have been appointed as one of ESB’s preferred suppliers of Psychometric Testing services for their Senior Management Selection Process.

Understanding the Change Cycle in Coaching

Change is inevitable in all aspects of life. In the business world the rate of change is ever increasing, with new technologies, new competitors, new products, new markets, new customers and new demands appearing every single day. Because it’s going to happen whether we like it or not, change should be looked upon as an opportunity for growth and development – a way to make ourselves as people and the environments in which we live and work better.

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

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.

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.

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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.

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.