by Jane Hart
For the last 5 years I have been running a Learning in the Workplace survey which asks respondents to rate the following 10 ways of learning in the workplace – as “Not important (NI)”, “Quite important (QI)”, “Very Important (VI)” or “Essential (Es)”.
by Pete Jenkins
by Anna Helene Skau
That title sounds like one of the big existential questions, so let’s consider what response we would get if we asked people what they think.
by Caroline Fiche, Dossier Solutions.
The development of organisation and management is becoming more and more influenced by economic terms and models with a focus on measuring and controlling results. But when we make employees "things" on the bottom line, we also open the door to more elements of uncertainty that, once again, require more from the manager.
by Jonas Norgaard Mortensen and Karen Lumholt
Meaning and relationships are the things that drive your employees, and that give them the desire and courage to perform. Here you can read about why and how you manage your employees based on meaningful relationships, commitment and dignity.
with Laura Overton, CEO and Founder, Towards Maturity
When Laura Overton presented the findings from Europe's larges L&D Benchmarking study at Dossier Forum in Oslo we took the opportunity to ask her what changes she hopes to see in performance management the next few years.
by Caroline Fische, Dossier Ambassador
We all do employee performance reviews in different ways. Are we conscious of what we hope to achieve with it - and are we getting the desired effect?
by Anna Helene Skau, Senior Consultant Dossier Solutions
There has been a great deal of debate as to whether performance management “works” as well as how performance or productivity should to be measured. Looking back to when most measurement methods were developed, one finds that not much has changed.