A collaboration-based performance management framework has the power to positively transform your performance appraisals. By learning the tools of performance management, you will gain a better understanding of your employees and their career aspirations, for a start. The framework sets out the steps to optimise your goals, through helpful techniques and processes such as two-way feedback and constant alignment.

Agile way of working, agile organization, Scrum, squads, Holacracy, whatever it’s called in your organization and whatever the shape it takes: working in a new way requires a new leadership style. In a series of articles, I will take you on a journey through the subject of leadership in agile organizations.

Frameworks that follow these values and principles are known as "agile techniques". In short, Agile project management is defined as an iterative development methodology that values human communication and feedback, adapting to changes, and producing working results. It is interesting that businesses are now steadily incorporating Agile approaches, but what is noteworthy is the fact that Agile projects have better success then traditional projects (nearly 30% higher success rate according to PWC research).

Innovation acts as a catalyst for change, and sometimes with change there can be a discontinuity with the old ways and models. Today, disruption driven by technology, customers and artificial intelligence is rapidly increasing. The Business Times (October 4, 2018) has this to say: “Organisations that are actively embracing digital transformation and new technological opportunities are seeing significant, measurable results and gaining a competitive advantage.” For this reason, it is imperative that leaders are prepared to navigate an ever-changing and unpredictable environment.

Agile way of working, agile organization, Scrum, squads, Holacracy, whatever it’s called in your organization and whatever the shape it takes: working in a new way requires a new leadership style. In a series of articles, I will take you on a journey through the subject of leadership in agile organizations.

We know that such a transformation would inevitably involve the use of technology, in a bid to be future-ready. These results align with a global trend to initiate transformation through HR digitalisation and technology, and business leaders are becoming more and more aware about its importance for business success. The leadership skills needed in today’s world are expanding from coaching skills, discussed at the workshop, to the ability to leverage technology for business.

I dare say I left with a better understanding than when I entered the room. It seems the likes of IBM and EY (presenters for the evening, including MarketAlly) are getting traction with leveraging this technology but yes, as the moderator for the evening, Professor Boh Wai Fong of NBS, NTU, points out - is this a hype? And the other 'hot' question was around what the evolution of blockchain technology could look like in 5 years' time.

A couple of weeks ago, DecodeHR hosted two speakers from Berkeley Executive Coaching Institute to speak on the topic of ‘Leader as Coach’. During the event, the audience was polled, and we would like to share some of the results. On the roles of a leader, the audience was asked which roles – advisor, coach, mentor and supporter - are you least comfortable using. Findings of the poll uncovered some interesting results. Most people 37.04% are least comfortable in the role of supporter. DecodeHR has seen first-hand how crucial it is for a leader to be an advocate for their team. So, what does it mean to be a supporter?