EXECUTIVE EDUCATION


Is your leadership creating the right kind of energy?


OPEN PROGRAMMES BE EXCEPTIONAL. THE HENLEY WAY.


According to Dr Bernd Vogel, associate professor of leadership and organisational behaviour at Henley Business School, every organisation has its own distinct energy, and the type of energy it generates will have a marked and lasting impact on its ability to maximise the productivity of the business, team or department


business focus


Chartered accountants Haines Watts presents a series of articles based on its blogs. It offers analysis, reviews and comments and welcomes your feedback at hwca.com/blog


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How SMEs can compete for talent


writes Jane Wills, partner, Haines Watts henley.ac.uk/open


Talking to clients in recent months, it’s clear that attracting and recruiting talent remains a tough challenge for SMEs. This is particularly acute in the Thames Valley where they must compete with the employee benefits offered by large corporates, as well as the pull of London.


“There are four classifications of organisational energy,” says Vogel, “and by arranging these in a matrix based on the intensity and quality of the energy, we can see clearly how to move towards the ideal scenario.


“By identifying the existing dominant energy states, leaders can formulate strategies for moving towards a state of productive energy – that is, one that is both sustainable and delivers optimum performance.”


But how can we change the culture of an organisation, and subsequently shift the energy state?


“Managers can move their people towards productive energy by sharing the business vision and purpose. Mobilising collective engagement can either be achieved by focusing on exciting opportunities, or by reinforcing the organisation’s


Diana Richards 01491 418767 exec@henley.ac.uk henley.ac.uk/MALeadership @HenleyExecEd


THE BUSINESS MAGAZINE – NOVEMBER 2017


aims or values. The same result can be attained by emphasising the tangible threats and implications of failure to change. So you need to either move the team towards their success, or away from their fears.


“Dealing with corrosive energy is harder, and must start with an individual and collective acceptance of responsibility; there cannot be a culture of blame or anger. And often, this creates a clean slate from which clear data-based evidence can be used to formulate new strategies.”


The organisational energy model, briefly described, is one of a succinct repertoire of practice-focused models that Vogel and other faculty use during the Henley MA Leadership programme, a qualification aimed at managers and leaders with significant leadership responsibilities.


But, SMEs are renowned for being adaptable and experimental and these are qualities that can be used to good effect when competing for talent. How? Below are some of the innovative approaches business owners are taking.


• Technical skills can be trained – the right attitude less so. Focusing on recruits who are willing to work hard and take responsibility rather than those who have the perfect technical skills set, can provide access to a raft of new candidates.


• It’s a reality that you can’t always offer the best pay or benefits but SMEs are well placed to appeal to recruits in other ways. Millennials, for example, are far more interested in being recognised for their ideas, and having the opportunity to contribute meaningfully to the business. Creating an environment in which this generation has a say and stake is smart.


• Nothing stimulates productivity and loyalty like giving employees a stake in the business. Employee Share Ownership Schemes incentivise talent to see their job as a long-


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term investment while offering a valuable tax incentive.


• Engaging experienced hires looking to change careers or get back into full-time work can prove very successful. Offering these employees flexible working is a strategy I see operate exceptionally well for SMEs.


• Providing training is a great way to attract young talent – particularly school leavers opting not to pursue further education but who have the desire to ‘learn while they earn’.


Don’t be shy. Be clear about your employer proposition and use your website, social media and word of mouth to talk about your business and why it’s a great place to work.


For further information: hwca.com


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