“I was impressed by the level of aftercare provided: they read through every report and highlighted any areas for concern that arose as a result of the content.”
–Nicola Gray, Arts Council England
“I was impressed by the level of aftercare provided: they read through every report and highlighted any areas for concern that arose as a result of the content.”
–Nicola Gray, Arts Council England
360° FEEDBACK: Legal Service CommissionThe Legal Services Commission (LSC) runs the legal aid scheme in England and Wales. Its work is fundamental to social and legal justice and enables people to protect their rights and deal with their problems. Over two million people are helped by legal aid funding every year and the LSC accounts for £2bn of the legal services market.
The LSC is currently undergoing a major transformation and as part of this identified a need to transform the quality and style of their leadership. They started with work on creating a new competency model to get really clear what the new form of leadership looked like in behavioural terms. The key change was a shift from focusing on legal profession to that of the customer with leadership aiming to manage this change through development and coaching rather than simple direction.
To achieve the changes desired, the senior management team decided to implement a wide-ranging Leadership Development Programme which began with 360 degree feedback...
PERFORMANCE MANAGEMENT: Groupe AeroplanGroupe Aeroplan run the popular Nectar loyalty card scheme. Keeping track of staff development and the appraisal process for 240 employees using an Excel-based system was a huge headache for Groupe Aeroplan's HR team. Staff were neglecting to share their completed appraisals, objectives were being ignored and hours of time were spent establishing who had and hadn't been reviewed.
In 2005, enough was enough. Talent Innovations and Groupe Aeroplan worked together to develop a customised system that eliminated the hassle by centralising the process. The new system also incorporated feedback, giving employees and managers a big picture view of their progress towards objectives, validating the whole appraisal process and making it much more effective...
When Euton Daley became chief executive of Pegasus Theatre in East Oxford, the home of Oxford Youth Theatre in 2006, the prospect was daunting. Previously under the control of Oxfordshire County Council, the theatre now had independent charitable status and was controlled by a board of trustees.
Euton explains how personal coaching helped him create a new future for the theatre — and raise the funds to turn vision into reality...
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