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 |  |  | | Transactional Analysis Explained
Part of her Theories and Models Explained Series, Abeceder associate Sue Heward, explains transactional analysis the theory which describes how an individual’s personality defines the way they interact with others, and shows how it can be useful to business managers
Successful Performance Reviews
Abeceder Associate Sue Heward continues her look at performance management and suggests a structure and the skills needed to ensure a performance review is successful for the employee, the manager and the organisation.
Neuro Linguistic Programming - The business aspects explained
Continuing her series on commonly used business models and theories, in this article Abeceder associate Sue Heward focuses on NLP, a popular process particularly useful for those whose work effectiveness depends on a high level of communication and influencing skills.
Smaller Employers pay the price of imperfect recruitment strategy
Lookism is the latest form of discrimination recruiters need to address. In this article Abeceder managing director Michael Millward explains what it is and the problems it creates for both recruiters and candidates.
HR professionals changing to meet the needs of business leaders
Michael Millward, Abeceder Managing Director describes how the role of HR professionals has always been dictated by the needs of business, and examines how as organisations, of all kinds, strive to be more entrepreneurial their role will again have to adapt.
Customer Service - Learning from internal heroes
If our employees, buddies, colleagues, associates or whatever we call them are our most precious asset – why don’t we really listen to them? We might just be missing a trick, says Abeceder associate John Dodds. The cost is nil – the potential payoff is massive.
Assessment Centres Assessed
While the use of assessment centres is on the increase (according to a recent CIPD survey, 34% of employers surveyed had used them), the importance of adopting good practices cannot be over-emphasised. Assessment centres aim to provide ‘accurate’ assessments but this can only be achieved through careful and effective design and implementation.
In the third of several articles on competencies, Abeceder Associate Gayna Deacon takes a look at the purpose of assessment centres, as well as the ‘pros’ and ‘cons’ to using assessment centres for selection as part of a wider competency-based recruitment and selection process.
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