Archive for March, 2009

Intelligent, articulate, resourceful and angry….

Tuesday, March 31st, 2009

Tribunals are damaging enough in distraction and cost, however, the damage inflicted by Paul Moore, (Ex-Head of Group Regulatory Risk, HBOS) is in a different category. Moore’s evidence to the House of Commons Treasury Committee is interesting reading. Has the practice of ‘buying off’ employees with an accompanying confidentiality clause made organisations lazy? With the downturn making it hard for employees to move on, the financial and reputational risks of mishandling staff concerns are greater. With markets so challenging, why do organisations increase their costs and reduce their agility and customer focus by failing to nip potential problems in the bud?

? How functional is your performance management framework? Form heavy, impact light? Everyone assessed as mid to high?

? Do your team managers avoid ‘the soft stuff’?

Next steps

  • Talk to us about how to improve delivery of the hard ‘soft’ stuff – practical performance management skills.  And about improving the use and impact of your existing appraisal system.  performance@theperformancepractice.co.uk

Further thoughts – You might also be interested in:

The text of Paul Moore’s memo to the committee – http://www.ft.com/cms/s/0/fca6a706-f81d-11dd-aae8-000077b07658.html

Risk Management, or Management, Failure?

Tuesday, March 3rd, 2009

Much recent press has been devoted to the apparent failure of risk management systems in the financial services sector. However, continuing revelations indicate more a failure of management, rather than risk management systems. Managing risk is at the heart of competitive advantage, and is management’s job. As added value services become more complex and associated risk levels increase, delegating responsibilty to the Risk Management team is an understandably attractive option. But understanding risk and managing its consequences is what managers (should[?}) do – and why they are paid more. To do this managers need to be able to recognise and communicate risk, and manage those consequential politics and team issues.

? Are your managers over reliant on the risk management department?

? Do your managers have the soft skills (interpersonal and political) to effectively manage risk?

? Does your organisation have a ‘culture of challenge’

Next Steps

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