Do we really understand the basics about data – or are we comfortable to unknowingly distort data? In a previous post I wrote about how the People Professionals - Learning & Development, Talent and HR – need to understand data before they try and make big decisions based on Big Data.
In this brief post I want to show just how easy it is – even for professionals – to get their data muddled – to distort data.
On Monday 21st October 2013 – and after much debate – it
Big Data is one of the current business buzzwords. However, as I wrote in an earlier post we must take care that we don’t just sleepwalk into the dangerous simplicity of Big Data without first understanding some of the basic underlying concepts of data itself. In this post I’d like to expand on this issue considerably – specifically for those of us working in the People Profession, such as Learning and Development, Talent and HR.
Let’s start with a story. For
It doesn’t matter where you look, Learning and Development folks don’t have a great press. The now infamous Capita report pulled no punches in its rather scathing review of the state of the UK learning and development profession. But is that really fair? Is it balanced?
I came across some information from interviews with five CEOs about their L&D people. The CEOs ran businesses ranging from 100 to 1,000 employees. Here’s what they said:
You’re nothing more than
According to an article in the Daily Telegraph, office workers are becoming increasingly irritated by 'management speak'.
Phrases such as "Thinking outside the box" and "going forward" are some of the most hated management phrases, a survey has found, and The Plain English Campaign say that office jargon is damaging business and isolating new workers.
Jargon and management speak is used in two thirds of offices across Britain, but nearly a quarter of workers consider it to be a “pointless
Despite all our efforts almost 70% of all change initiatives fail. In a previous post I wrote about change and the speed of change that’s all around us. In this post I want to look at why so many change initiatives fail.
According to Harvard Business Review almost 70% of all change initiatives fail. That’s right – 70%!
If you don’t believe HBR then perhaps thirty years of research by change guru Dr. John Kotter may help. In addition to HBR, Kotter also found that about 70% of