2. Image©InvestorsinPeople2014allrightsreserved

4. What we heard, the big themes emerging…
1.
2.
3.

5. Isn’t it about time we all
became more mindful at
work?
The time has come to wake up from
unproductive workplace distractions, the
assumption that more hours mean better work,
and perhaps focus on our social and interpersonal
skills as managers and leaders. It’s a question of
productivity and performance. Isn’t it time we
became more empathetic towards ourselves?
The true impact of employee wellbeing on the
performance of our organisations is now clear.
The average organisation saves per employee
£1201 by investing in psychological wellbeing.
Could HR step up to the challenge and lead the
re-birth of a more reflective, mindful and
thoughtful approach at work? The consequence
would be happier and more sustainable
organisations.
“Too many are living with
the constant angst that
they will keel over with a
heart attack”
Neuroscience for Leadership: harnessing the brain gain
advantage,
2015

7. How can the HR profession ensure that our organisations are sustainable?
As stakeholders, customers and the media demand greater transparency, and the business
environment continues to evolve faster than ever, the big question for many organisations is how
they secure growth tomorrow?
The world has seen a crisis of values. From the financial crisis of 2009, to the media crisis of 2011,
to the revelations in the motor industry of the last few weeks; the long term sustainability of an
enterprise has become of upmost importance. Leaders that fail to understand the interconnected
nature of people, planet and profit are unable to create the sustainable, ethical business culture
demanded of organisations today.
At the heart of this is the context of the organisation. Start with a focus on the desired sustainable
outcomes, and ask “what are the principles we need to consider here”? We cannot solve this by
creating more rules, processes and structures or adopting ‘best practice’.
“Culture is the defining principle and organisational values are the driving force.”

9. What’s the DNA of a champion?
Are there some neurological or genetic traits that
set apart top performers or could anyone achieve
high performance in the right environment?
The sentiment at CIPD15 was that talent is not
enough. It’s the starting point at which hard work,
coaches, managers and supporters play an
increasingly important role. Better to recruit an
average performer and develop a champion for sure.
The old adage recruit for attitude. Train for skills.
Lessons from sport and business were clear. It
begins with individual hard work and commitment.
Our ability to operate under pressure, react,
respond and perform. This is enabled by our ability
to learn, absorb, and continuously improve in pursuit
of a goal.
It’s the role of HR to create the climate where every
individual can develop the DNA of a champion.
“The overall structure of
any one person’s brain is
largely the same as any
other person’s. The
function is unique.”
Neuroscience for Leadership: harnessing
the brain gain advantage, 2015

11. @PeopleMgmt
@IIP
@RapidBI
@HRZone
@hrmagazine
@Simonhealth1
@HRpotential
@Katie_jacobs
@Damiana_HR
@CIPD
Via: Twitonomy.com