The People Bulletin

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