How can we know that training will genuinely make a difference?

Most organisations are besieged by consultants offering to train them in various skills such as emotional intelligence, leadership, selling, negotiation and so on. But how can we know if any given training intervention will actually work or not? It’s important

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What does good leadership look like?

The field of leadership can at times appear confusing or even contradictory. There are many different models and theories of leadership (e.g. transformational, transactional, charismatic, authentic, etc). So when it comes to developing leaders, what model should we use? We

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What can Google teach us about how not to interview?

We at Talentspace have worked with a growing number of web and technology firms in recent years to train their interviewers in competency-based interviewing techniques (also known as capability-based interviews or behavioural interviews). We often heard managers saying that Google

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What’s wrong with the Myers-Briggs personality test?

We at Talentspace have long had concerns about the Myers-Briggs Type Indicator (MBTI), which is probably the bestselling personality test around the world. A recent article on the Harvard Business Review blog encapsulated the issue neatly. Columbia University professor of

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What enables managers to interview effectively? (Video)

This 30-minute presentation is an overview of the principles that allow managers to interview candidates more effectively, i.e. to weed out weaker candidates and hire only the strongest ones. The presentation is based on a day-long interactive training workshop that

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Do we really need competencies when it comes to interviewing?

Many managers believe themselves to be good judges of character. However, most human resources professionals as well as business schools researchers accept that the traditional interview is a poor method for selecting the best candidates. We know this because of

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When hiring, what are the most effective – and ineffective – interview questions to ask candidates?

Candidates don’t always tell the truth. Some exaggerate while a few may outright lie about their skills and experience. So what questions should managers ask during selection interviews – and what questions should they avoid – if they want to

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How can managers make a speedy, successful transition into larger roles?

On being promoted into a larger role, many managers experience some disorientation and find that they aren’t as effective as they would wish to be.  How can managers help themselves to make a speedy – and successful – transition?  

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