Hiring a university president is the most important decision a board of governors will make. It is a challenging journey marked with interviews, months of discussion, selection committee meetings and tough deliberations. Once the ideal candidate has been identified, it may seem like the difficult part is over. But, in fact, the most important work of the board lies ahead.
Like it or not, every company has a brand. In the traditional marketing sense, a brand is what differentiates one good, product or service from another. A name, design and reputation all shape a brand’s image and the public’s understanding of the value proposition. Similarly, employer brand is the look, feel, and reputation of an employer and is what current and prospective employees use to evaluate whether or not your company is an attractive place to work. Often, employer brand goes hand-in-hand with consumer brand - but not always.
Addressing Atlantic Canada's Talent Needs
Fuelled by uncertain funding models, rigid workforce systems and changing student demands, Australian tertiary education sector is exploring how to remain relevant in an increasingly differentiated and global education market. This sector is currently undergoing major structural reformations and trying to balance a variety of stakeholder interests, and needs to make fundamental choices to ensure its sustainability.
Transformation or cultural change calls on the energy, focus and commitment of everyone in the organization. It’s less a matter of managing change than it is a matter of leading.
Every April I’m awestruck by those tough little daffodils appearing amid snow and slush. Seemingly fragile they break through the harsh, cold winter earth and emerge with yellow smiles and spirited vibrancy. What comes to mind is resilience. Resilience – ability to quickly recover and maintain positive functioning despite stress and change.
Resilience is tenacity, fortitude and agility. Thoughtful parents strive to instill these characteristics in our children knowing they’ll be needed during inevitable harsh, cold life challenges.
People leave their jobs for many reasons and, regardless of why, they all share a few things in common. Individuals in career transition face uncertainty and challenging circumstances that impact their personal, financial and professional life. These challenges hold true whether you are a CEO and or an administrative staff person. Here are a few of the questions we often hear from clients in transition.
Cultivating a diverse workforce is important and this notion is supported by economic trends and research. With many Atlantic Canadian regions experiencing population decline and the impact of the ‘brain drain’, as newly minted graduates head west, the topic of enhancing diversity within our organizations has moved to the forefront of talent management conversations.
The academic sector is vital to the social, cultural and economic life of our Canadian communities. As such, the leadership of our universities and colleges directly affects the ability of our institutions to contribute to the social and economic development of our region. But with the shift toward faculty votes of non-confidence in the institution’s leaders, truncated presidential terms and shrinking candidate pools, it's time to reconsider how we view leadership and succession in our universities and to talk about how we shift the curve.
There comes a time in every leader's career when they must let an employee go. It could be the result of restructuring or that the individual is no longer the right fit for the business needs. Whatever the reason, planning for a termination meeting can cause anxiety and loss of sleep for even the most experienced leaders. What should you say, or not say? How will the employee receiving the news react? How will you handle the transition of the employee’s responsibilities? What security precautions do you need to take?