A case study from Stuart Allan, a leading maufacturing consultant based in East-Anglia, working with an Essex-based kitchen manufacturing business
The Company: Our UK-based client, a boutique market research agency specialising in the medical device sector, has been working with Stuart for two years.
wI-q Q BUSTING SOLUTIONS ELIMINATE QUEUING Almost three quarters of customers will abandon their purchases if they have to queue for longer than five minutes. Let Wi-Q reduce your queue by placing the ordering and payment in the customer's hands
OUR BRAND NEW SPONSOR OFFER FOR 2016 COLBEA’S 2015 ACHIEVEMENTS JUST A FEW KEY POINTS…. In the last fnancial year, April to March, 2014/15, we:- • Delivered 1,010 advice and training services • Advised 110 new business start ups • Achieved our E
Welcome from Rob Braams I t’s been a period of great economic change across Europe. As we see the green shoots of recovery, Rob Braams talks about the past, the future, and his great pride in the Lubron name. This and more inside..
GET GOING • Plan & complete auto enrolment assessment • Plan & complete statutory communications to all employees Complete staging data (or deferral date) actions • Enrol eligible jobholders into qualifying pension plan Complete post staging date (or deferral date) pension plan tasks • Deduct correct pension contributions through payroll • Pass over pension contributions to pension plan at correct time Complete post staging date (or deferral date) payroll tasks • Process opt-out notices • Notify payroll & pension plan of opt-outs and leavers Manage opt outs • Complete online Declaration of Compliance with Pensions Regulator ro avoid £400 fine Complete Declaration of Compliance Things to take into account Postponement Employer Duties Entitled Worker Eligible Jobholder Information to Workers Mandatory Information Staging Date Qualifying Earnings Re-enrolment Opt-in Inducements Deferral Date Minimum Employer Contribution Auto Enrolment for Accountants and Advisors
Welcome to the second edition of the Lubron Newsletter, an opportunity for us to share our general news, learn about projects the company is involved in, and keep up-to-date with our success. This year we are getting together to celebrate Lubron’s 35th Anniversary and this newsletter, along with our party, gives us all the chance to get to know new people and share ideas which can introduce us to innovative practices. As we look forward, together, to continuing to improve our productivity and presence in the market, we can do so as a team. Each member of that team is valued and your contributions to this publication are appreciated, as is your feedback. Kind regards Rob Braams Managing Director, Lubron Group
Leadership through Coaching The research and framework behind my360plus my360plus is based on the renowned ‘Schroder model’ which enables the system to gather objective 360 feedback, make an expert analysis and create plain English profiles and detailed coaching plans before progressing to coach a delegate ’ s network to help them with their development goals. Key features of the framework include: Solid research background: Strong research base with multiple, on-going validation studies. Universal: Because it focuses on managing the process of change and increased complexity , my360plus has been shown to deliver superior performance in all business environments. A strengths-based model: The focus is on using and building strengths, rather than deficits. Developable: There is a clear, proven path for development , with my360plus coaching clarifying exactly what leaders need to do. High face validity: Means that adoption and understanding is easier for your managers and leaders. Autonomously-defined behaviour indicators: Ideally suited for meaningful feedback from a non-expert observer network Multi-scale: Can be used to measure and develop individuals, teams or whole organisations. my360plus Team Builder and my360plus Talent Builder make full use of this. The Schroder Model Named after Princeton Professor Harry Schroder, the Schroder Model is a behavioural framework that uses 12 competencies (or behaviours) to measure and develop the performance of leaders and managers. Because of its rigorously tested validity, it is now widely considered a benchmark for developing individuals and teams in organisations around the world. It underpins the development and talent management approach of many of the world’s leading organisations. The model uses specific behaviours that have been shown to predict superior performance when people are faced with dynamic, fast-moving, complex situations. In other words, when the working environment is competitive and changing quickly, the Schroder model identifies the leaders who will take their teams or organisations on to not only survive, but thrive. It’s important to recognise that the Schroder behaviours are not the same as other competencies and technical attributes such as managerial or professional skills. These other competencies are important, but are not the differentiating factor between average and superior performance. The validation studies for the Schroder behaviours (the largest set of studies done anywhere in the world on this topic) show that people who learned to use the Schroder behaviours to high levels significantly and consistently out-performed those who did not. They are therefore known as the High Performance