• Live Values
  • Drive Culture
  • Perform
Assess, grow & engage the right talent, to elevate performance.

About US

The Talent Cloud toolbox supports your employees throughout their journey with your company, starting with values-based assessment / matching (Matcher), ensuring they have the best possible start (On-Boarder), continuous development (Developer), real-time feedback (Reviewer), constant engagement (Engager), and a supportive departure (Off-Boarder).

Values and Culture

are at the heart centre of all our tools. We all talk about values, however our
tools help you to live them every day. Using our tools is as easy as:

 

Register and Verify

(less than 2 minutes)

Complete your Personal Account Details

(less than 2 minutes)

Use The Talent Cloud Tools

(less than 2 minutes)

Our tools

Talent Cloud tools can be used individually or in synergy,
to drive a values based culture.

Matcher

Hire the right talent, with the right values, for the right role.

On-Boarder

Give your new talent a deep understanding of your values & culture.

Developer

Drive a culture of values & learning, embedding the habit of self-development.

Off-Boarder

Maintain a relationship with your leaving talent, while helping them to transition.

Engager

Engage your talent on values, sense the mood & reaction to events.

Reviewer

Enable 2-way transparent feedback, real-time, based on values & deliverables.

Services & Consultancy

The Talent Cloud tools are values based. Clarifying your values and culture is challenging, so we offer Cultural and Leadership Values Assessments, as well as Virtual Coaching..

Build a purpose and values driven culture, to boost performance, for the benefit of all your stakeholders.

Ensure your talent is aligned with your values framework, to increase solidarity and improve motivation.

Develop your talent, help them realise their potential through more autonomy, mastery and purpose.

LATEST NEWS and blogs

 

The Chief Culture Officer, The Chief Diversity Officer, The Chief Futurist

There are a few key roles missing from the top table in most organisations: The Chief Diversity Officer, the Chief Futurologist, and certainly the Chief Culture Officer.

Perhaps you are thinking…what is Craig going on about now? These job roles are not highly regarded in current corporate settings, and maybe that is why we have fragmented cultures, no walking the talk on values, lack of diversity, constant disruption, and dwindling lifespan of organisations. 

Can we expect our CEO to drive culture, values, diversity, and future direction, or is this expecting too much? Certainly she or he should be concerned about these issues, however should she or he be an expert in them? Our CEO’s are good; some of them are anyway, however very few of them are super heroes. They require top caliber people driving these topics, changing hearts and mindsets, and delivering on objectives. 

Are these leadership roles as important as the likes of the Finance Director, who ensures there is enough cash, or the Commercial Director, who ensures there are enough sales, or the Chief People Officer who ensures we have the right people, in the right job? Well, if we believe that culture eats strategy for breakfast (thank you Paul Drucker), or that diversity will drive creativity (and oh yes, be fair!) and that thinking about the short, medium and long term future will help the organisation’s continue to thrive, well then the answer is a yes.

If companies continue to downplay critical roles, they will suffer the consequences. Every industry will be disrupted over the coming decades. Some organisations will survive, most will not. The companies that make it will have strong cultures and values frameworks, a diverse team, and will have anticipated the changes afoot.

Take care,  

Craig

Values and Football

What a feast of football we have all been treated to over the past few weeks. The drama, the skill, the excitement, it has been a wonderful World Cup.

There has however been a fly in the ointment, and that is cheating. As a follow-on from my blog about the spectrum of cheating in cricket, it seems only fair that I discuss the same topic in football.

Football is still suffering from the culture and values instilled during the Sepp Blatter (previous president of FIFA) years, and as we know, it takes a long long time for the wrong values to be rooted out.

The introduction of VAR (Video Assistant Referee) will speed up the progress on the pitch, however it has had mixed reaction since being launched. A more effective approach is for the leadership bodies from all countries to drive the right values. For instance, the value of fair play is absolutely critical. No more diving, pulling of shirts, feigning of injuries, trying to influence the referee or linesman, scuffing up the penalty spot, etc, etc.

These behaviors will only change if the values framework of football changes. FIFA are doing a good job in countering the scourge of racism. Cheating should be tackled in the same manner. The question is how to do this, and there is no easy answer. A multi-pronged strategy is required, with deep stakeholder engagement, a detailed change management program, and realistic timelines. 

Football is the most popular sport in the world, watched by many millions of fans, so the sooner efforts to change the values, behaviours and culture are ramped up, the better, and the beautiful game will become even more so.

Take care,  

Craig 

To appraise, or not to appraise?

Employee performance is typically rated through the established / outmoded annual appraisal…not normally a highlight in anyone’s calendar.

The annual appraisal is a one-dimensional discussion between a manager and an employee. It is dated, covering performance issues going back a year, if not more. At worst it is stressful, demeaning, subjective, negative, time consuming, and de-motivating. The reason why it is still hanging about is because it is an easy process to implement, and to ascertain how to reward employees. 

Quite frankly, it is not good enough. Employees want regular feedback, real-time, right after an event. Reviews should come from a numberof people that individuals interact with (peers, clients, mentors, cross functional team members), not just the line manager. Technical deliverables of course need to be reviewed, however so should cultural and values driven behaviours.

There is a question mark over whether or not we should rate or score an individual’s performance. Some say rating is only for school, not work, so only qualitative feedback should be given. I am of the opinion that if reviews are conducted real-time, from a number of colleagues, and are quick and painless, then providing a rating does work. By the end of the year you will also have the information required on how to adjust pay packages.

If you do rate, there is a follow on question, to publish or not to publish, making an individual’s rating visible to everyone? For the competitive folk, this will be motivating. They will work day and night to improve their ratings, to get to the top of the ladder. If the performance indicators cover technical deliverables, as well as values and deliverables, then the right sort of behaviours will be encouraged.

There is a downside. Seeing oneself in the middle or low end of the scoring ladder will be de-motivational for some. Publishing ratings might also elicit unwanted behaviours. (Checkout the Black Mirror futuristic episode on how ratings pervade all aspects of life, with negative consequences.) Many of us are not competitive, and could not care less what our ratings are compared to their colleagues. 

To publish or not depends on your culture and the personality profiles of your employees. Such a practice needs to be implemented sensitively, once there is a great deal of transparency within your organization, and only when regular, real-time, holistic reviews are already part of your ways of working.

Take care,  

Craig 


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