At PCS, we are passionate about the concept of climate and how it affects teams. We believe strongly in the notion of continuous or lifelong learning. Consequently, we are always learning more about the notion of climate, utilising the datasets
It is no lie that when many managers think of performance management the first thing that springs to mind is extra work for little gain. However, whilst performance management may seem like an additional task, an effective performance management system
Effective leadership and management are key to the climate and creation of high performing teams, and this effective leadership is arguably most vital in the hiring and on-boarding of new employees. In businesses where effective management is present, the onboarding
The arrival of the new financial year brings new budgets and, depending on the performance of your company, can provide opportunities to invest or a reason to tighten the purse strings. Either way, there is one thing that you should
“You don’t drive a car based on a periodic evaluation of changes in speed and direction i.e. by opening your eyes every 5-minutes to see if you crashed or broke a speed limit; instead, you constantly monitor the road ahead
By Victoria De Naeyer, Director, Learning Circle – www.learningcircle.co.uk. The collapse of Carillion, the BHS Pensions deficit, the Patisserie Valerie accounting black hole, the VW Emissions scandal, the list could go on. A series of damaging business events, which effective corporate
Many businesses could be failing their employees when it comes to L&D and HR. According to research, only 40% of companies say that their learning strategy is aligned with business goals. Of those, only 24% of L&D professionals know how
Zac’s tech business is growing rapidly. He’s gone from being a developer with a good idea to now overseeing an ever-expanding team. Zac knows that in order for the business to grow successfully, it needs to stay true to its founding values and his staff need to feel valued and engaged. Zac wants to understand if he and his team are on the same page and he needs to do it quickly and cost effectively.
Zac decides to use PCS Lite to get a quick temperature check of how his team are performing and what they think about the business. The PCS Lite report quickly surfaces the fact that his team have lost sight of the organisation’s purpose and goals. Zac realises that he needs to improve his on-boarding processes and help orientate the new team members better in the company culture and vision. 6 months later, Zac uses PCS Lite to check his new onboarding process is working; concludes that the growing team are much better aligned to his vision and are generally operating in a more positive working environment.
It’s Annabel’s job to help the Partners in the firm manage their clients and ensure they’re consistently adding value. Recently, Annabel has been asked by one of the Partners to find a tool or framework that the consultants can use to benchmark new clients looking for team and leadership improvement programmes. It needs to be cost-effective, established and reputable and able to be branded with the firm’s own logo.
Annabel recommends PCS Pro to the Senior Partners as it provides an objective measurement of team and leadership climate against which the consultants can build performance improvement programmes. PCS has a good track record, academic validation, excellent training and customer service, so she’s confident that it’s the right tool for the firm’s consultants to use.
Sarah has to keep across the multiple training and development needs in the organisation and do it within a tight budget. Recently, Sarah’s been asked to design a L&D programme that improves the staff retention rate and helps staff feel more engaged with the changes happening in the organisation, not least the shift to more flexible working.
Sarah uses PCS to measure how different teams across the organisation are performing and look at any patterns which suggest the need for organisation-wide, leader or team training. Sarah notices that all teams and leaders have a low climate score in the Processes segment. Sarah knows that allocating budget in this area will improve performance. She works with the Senior Management Team to review the organisation’s processes as they transition to more flexible working and designs a training programme to support staff in the transition. She’s helped staff to feel supported, acknowledged and engaged which ultimately drives performance.
Jim’s client has a team that’s not performing as well other teams in the organisation. The team has a high staff turnover, sickness and the lack of cohesion is impacting the team’s wellbeing and performance. Jim needs to get to the bottom of why this is happening and design effective coaching interventions which can generate tangible results for his client.
Jim uses PCS Pro to measure / benchmark how the team and leader are performing across the 6 segments critical to team performance – Goals, Roles, Processes, Adaptability, Connection and Resilience. He can immediately see the disparity in Goals, Processes and Connection between the leader’s perception and those of her team. He uses this information to build a coaching programme designed align team and leader. After 6 months, the team seems to be more settled and productive. Jim remeasures using PCS Pro – the results show the client the effectiveness of his coaching intervention.