The People Bulletin

With the ending of the default retirement age in October, Mary Clarke discusses the new challenges faced by business with an older workforce.

The media is currently swamped with fears over a double-dip recession. Nevertheless, you want to move your initiatives forward and you’ll undoubtedly be asked for your plan regardless of funding limitations. But how do you prioritise the list of projects that have accumulated over the last year and develop a strategy to move forward in this economic environment? Rob Prinzo discusses.

With less than a year to the Olympics, much is being written about the impact it will have on the workforce, such as an increase in sickness absence and requests for flexible working. But there is an issue surrounding the games that businesses are currently facing that has gone relatively unspoken. Carol Smith explains.

Richard Pound discusses the difficult problem of how to speak out in an organsiation without jepordising your career.

David Lavenda looks at how employees can ensure they get a 'proper break' when work can always contact them.

David Lavenda looks at how to avoid distractions in the workplace.

Paul Matthews provides some pointers on how to defeat the Ebbinghaus forgetting curve ­– and ensure valuable learning is retained and used.

Helena Clayton discusses the skills that are needed to develop leadership to ensure continued success in a changing business landscape.

John R Treace suggests how to deal with the five most common afflictions affecting sales teams and then examines the tricky dilemma of morale v execution.

Graham White asks some hard questions about what people think HR really does and lays down the challenge to embrace the tides of change.

Nick Bateson makes the case for promoting optimism in the workplace and invites readers to take a ‘happy test’.

Séan Brickell provides a refreshingly different perspective on confidence in the workplace.

As social media continues to expand and becomes increasingly influential Scott Klososky looks at how to implement elements of social media that will both drive revenues, and cut back office costs.

Building strong teams is something successful organisations do on an ongoing basis and it doesn't have to be expensive. Penny Mallory provides some insights.

Work-related training for employees is a valuable benefit and it’s tax free, however first you must understand the rules, Lorraine Owens explains.

Gina Gardiner shares some tried and tested strategies to help tackle the challenges of leadership, developed as a result of a serious ski accident. 

Dads on leave ­– Chris Parke explains why organisations need to be prepared for the new paternity leave rules.

Taken from her new book Ros Taylor discusses the skills required to become a conscientious and therefore confident leader.

Many of today’s managers have no experience of dealing with industrial action. As unionised workplaces are become more militant about imposition of changes, Martin Addison looks at what support managers need during a strike.

Is emotional intelligence a product of pop psychology or a meaningful business tool?  Nicholas Bateson looks at how managers can reap its benefits at work.

Do you ever feel that some meetings are a waste of time? Caryn Skinner provides some insights on how to get the most out of this business tool.

Most people avoid conflict at all possible costs but this isn't always the best solution. Jo Ellen Grzyb explains how conflict can be effectively managed.

Holly Andrews explains a possible reason for corporate bad behaviour and why high-performing interview candidates may not be all that they seem.

Does your heart sink when you have to deal with problem employees? Self esteem and respect are key to getting the performance you deserve.  Suzanne and Conrad Potts explain how.

Peter Baynham considers whether HR teams are prepared for an upturn in corporate transactions, and what they can do to make themselves M&A ready.

Social media is here to stay, but how can it become a meaningful part of our professional development? Francis Marshall explains.

‘Just about everything you do in your job is rubbish - but I really like your earrings’ is just one example of how not to do it in Helena Sharpstone’s ‘rough guide’ to feedback.

William Beer looks at how organisations should be making their people the first line of defence in the battle against damaging security incidents.

Former Army officer Mark Jackson explains why he transferred his skills in approachable leadership from the military to his current role of running a hospice.

Times are tough but what makes one organisation turn around adversity into something positive? Jill Flint-Taylor and Laura Heathcock share their perspective on how to build organisational resilience.

Paul Fairhurst shares some recent research on learning and development and how the focus has shifted from individuals to organisations.

Sarah Lewis gives ten reasons why the ‘Appreciative Inquiry’ approach to change management is most appropriate in organisations at the moment

Many work-related litigation problems are triggered by errors made by line managers and not HR professionals.  Even if budgets are tight, it pays to make sure they are on top of employment law basics says Fiona McKay

Kenneth Marks provides some insight into rethinking your organisation’s next move and suggests what you could be doing differently

Peter Casebow presents the findings of a recent survey entitled, ‘How managers learn (in their own words)’ and debates the increasing need to support informal learning in the workplace

Although being charismatic on its own is not sufficient to guarantee success in business, few would disagree that a charismatic leader will have a significant ‘unfair advantage’.  But can charisma be taught?  Nikki Owen says 'yes'.

Shelagh Moore reviews the CPD landscape and asks if business and education could  work together more effectively to improve professional development educators?

Sales professionals have to work even harder to hit their targets in today’s economic climate.  Sales and marketing guru Nicholas Read explains how to understand what drives the client and how to adapt sales strategies

With the economy having scraped out of recession, Adrian Furnham picks the theme of how economic shocks can precipitate a spiral of regressive organisational behaviour, and offers some survival tips.

With some good economic news to start the year, this is an ideal time to repair any damaged morale arising from the recession. Marielena Sabatier explains how improving trust, communication channels and – in particular – st

Organisations incur significant cost making new hires and then can only too often squander the investment by failing to get them off to the right start. Simon Mitchell suggests some solutions.

An organisation’s culture comes out in many ways. Language is one of the most important. Change the language, and you can start to change the culture, says Neil Taylor

If you have had to endure death by Powerpoint or suffered stage fright on the podium fear no more. Help is at hand with Stephen Engelhard’s print out and keep essential guide to successful presentations

The downsizing trend is only too apparent in the current economic climate. Breaking bad news and embedding a new structure takes tact, sensitivity and an understanding of the grief process. Too many employers get this wrong with disastrous results. Gareth Chick explains

Ruth Spellman reflects on recent high profile examples of management failure and makes the case for more formal professional development of the UK’s leaders

Paul Everitt explains why corporate awaydays are not enough on their own to build effective high performing teams. It takes working together, common goals and commitment

Appraisals can end up as battlegrounds where employer and employee have very different expectations of the outcome. Tim Holden’s guide to effective, robust appraisals should help you avoid some of the more common pitfalls

One of the biggest problems facing today’s managers is insufficient hours in the day. But the problem often lies in ourselves and how we use the time we do have. Martin Scott uncovers some of the culprits that add to our stress l

Certain behaviours and processes can only be conducive to a ‘high performance’ workplace environment. Mark Gittins and Graham Jones explain what you can do to inspire your staff to excel.

UK businesses are investing in up-skilling their workforces. Rachael Bartlett looks at the evidence from a conference provider’s perspective that nurturing UK talent is a key recession-beating tactic

In the first of two articles, Nick Cotter and Jo Potter examine the nine sources of power and how to use them in order to get things done

In the second of two articles, Nick Cotter and Jo Potter look at the role of informal networks and processes in organisational behaviour and how that influences change.

Are you a Shaper? How about a Plant? Or a Completer Finisher? Meredith Belbin reviews his analyses from the 1970s and how they apply to modern organisations

It's important to remain an employer of choice despite the downturn, according to Tim Holden. While it sounds strange, it does make sense: no one is likely to be checking out the jobs pages of companies that continue to slash staf

Doug Crawford demonstrates how to create a supportive performance management process which has genuine impact

Wendy Blake Ranken explains why an adverse economy is no excuse for learning and development to thrive in your organisation

Training and development programmes will often incorporate the use of training videos. But how can managers make these work effectively so that employees take away the right message? Steve Engelhard explains.

Ian Smith unearths his management history notes and explains how the effect of personalities at work, along with achievement and recognition are key to creating a positive working environment where talented employees will develop and t