The Situation
The client, which has been in the business for over 30 years, sought to up-skill the firm’s management team by better equipping them to lead their respective teams and above all, their strategic awareness.
One of the biggest challenges facing business in these last twenty years is that of adapting to the change brought about by outside forces.
Think of each and every job applicant your organisation has had over the years and consider how you handled each and every one of them. Did you ensure that the job applicant’s first impression of the company was positive? Was the experience of those who were not employed positive too?
The damage done by the financial crisis of 2008 to the image of business is mostly unrepairable.
There is more than ample evidence that boards of directors in Malta are steadily, although quietly, changing. A number of factors have contributed to this.
What inspired you to start your own consultancy company?
My father is my inspiration. We both had the desire to start a boutique advisory firm which focuses on forging supportive, fiduciary and long-term relationships with a small clientele base.
Your people are influencing your strategy; through their competence and their behaviour. If these are out of line with business then you are at risk of failing to deliver what you intend and plan.
I was surprised to read the David Tang’s reply to a question on the British Airways’ debacle of complete shutdown of its computers a couple of weeks ago (FT 10th June 2017). David Tang is my favourite FT Weekend columnists and it is the first column that I go to every Saturday for these last ten years.
Employee engagement is all about the emotional connection an employee feels towards their job and their workplace. You can easily differentiate an emotionally charged culture from an unemotionally charged one.
Whenever we think of ‘reward’ in employment terms, we often think of the salary we are giving to our people. The salary is what is referred to as the transactional (financial) reward.
