In the current economic climate, it’s not easy — even with the best of qualifications — to receive a job offer. Often, your interview with a prospective employer is critical in increasing your chances of being hired.
The logic that shapes the first half of your career can leave you trapped in the second half. Managers make predictable mistakes that, despite their technical expertise and stellar performance, can lead high-fliers to fail to rise to the top.
One of the paradoxes of contemporary business life is that, just as unemployment soars, the number of unfilled vacancies increases. In the USA right now there are over 3 million unfilled jobs, while in countries like Spain, youth unemployment stands at a jaw dropping 47%. The extent of the gap between what employers need and what the labour market provides in terms of skills and talents seems to be continuously widening.
The world keeps changing, and organisations need to keep up. Yet, when change is initiated, how much time does a leader have to create true momentum for needed change within the firm? Chris Phillips-Maund says it’s not as long as you might think.
Dan Cable, Visiting Professor of Organisational Behaviour at London Business School, has been studying ‘passive face time’ and drawing some fascinating conclusions.
A programme that merged online communities with strategic development and implementation at Nokia has provided valuable lessons about the new ways employees are able to engage and interact. Lynda Gratton and Joel Casse tell how “deep involvement” evolved