Category: General

Refining Performance Assessments: Reducing Recency Bias for Superior Evaluations

Written by Shay Dalton

“A noteworthy bias often overshadowing the review process is recency bias, tending to replace objective judgement with the impact of recent happenings. This piece delves into the depth of recency bias within the context of performance evaluations, its implications, and the ways to mitigate its influence. Our investigation draws on a wealth of insights from organisational psychology research and successful industry practices.”

The Emerging Power of HRDs: A Paradigm Shift in the Corporate Hierarchy

Written by Shay Dalton

“In this revealing blog post, we explore why, contrary to these predictions, HRDs have emerged as key players in the corporate hierarchy and how they’ve successfully carved a niche for themselves at both C-Level and D-Level. The narrative that unfolds is a testament to the unexpected evolution of power dynamics in the corporate world.”

The Office Window Seat: A Scientific Explanation for its Popularity

Written by Shay Dalton

“The coveted office window seat has been the subject of much debate and envy among coworkers. But why is it so popular? As it turns out, science has a lot to say about our preference for this prime piece of real estate. From enhancing productivity and creativity to benefiting physical health, the perks of a window seat go far beyond the view.”

Rules for Top Executives: Mastering the Art of Job Offer Negotiation

Written by Shay Dalton

“As the sun sets behind the opulent stadiums, top-level athletes and their agents are huddled in boardrooms, fiercely negotiating their futures. The stakes are high, and the pressure is palpable. But negotiating a job offer isn’t a skill reserved solely for sports stars; it’s just as crucial for C-level and D-level executives.”

Professional Regret: Why is it so Prominent, How Can You Avoid it, and What Can You do if You Have it

Written by Shay Dalton

“Professional regret is commonplace. It’s human nature to ruminate on the roads not taken and the advent of social media has only served to pour fuel on an already raging fire. With the right perspective, however, and through crafting and personalising existing work habits, it’s possible to make your current role more satisfying and temper some of those multiversal ponderings.”

Diversity and conflict for a plural workforce

Diversity and Conflict for a Plural Workforce

Written by Shay Dalton

“The chains of habits are too light to be felt until they are too heavy to be broken.”[1] This saying – attributed by some to Samuel Johnson, by others to Bertrand Russell – is apt when it comes to diversity in the workplace. Far too late in the day, employers realised that their workforces were stiflingly homogenous, most especially when it came to race and gender.

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