Tap’d Solutions Reports

CEOs understand that to excel as an organisation, the business needs the right raw talent who are motivated to give discretionary effort to deliver on transformation goals and achieve the right results. Line managers are key to this.

Many organisations paused their management development programmes in the early 2020s for financial and logistical reasons. And so a substantial proportion of our current line management have outdated learning experiences at best, with many others being promoted due to the churn of our workforces, without consideration to their management skills development. Download our latest report where we discuss the importance of your line managers, how the behaviours of great, modern line management is critical and central to sustainable organisation success and provide 4 focus areas for the development of your line managers.

Download our latest white paper, ‘Engaging Hybrid, Virtual and Dispersed Workers and Teams’ where we discuss how you can create an engaging performance culture for your hybrid teams.

We explore:

• The role leadership plays in positive engagement.
• The importance of well-being.
• The creation of a healthy hybrid team culture.
• How you can recognise high performers and high performance.
• How you can make the necessary structural changes to your organisation.

One of the main impacts of the Covid-19 pandemic was to initiate the most impactful period of change for society and organisations in modern times. Supply chains have been disrupted, passenger travel was highly restricted and the workplace, for most people, has changed considerably but is still not certain for the future.

Download this report where we pull from previous leadership thinking and our own research to offer practical advice on how you can support your leaders and managers to successfully lead dispersed teams. We share our Dispersed Team Leadership model and conclude with some questions you can reflect upon with your own leaders and managers.

For many organisations, diversity reporting was the driver and door opener to start paying attention to opportunities to increase awareness and action regarding less represented communities. With evolving political movements, such as recent Black Lives Matter activity, stakeholders are now more interested in this area than ever before. But this reporting focuses largely on diversity, rather than inclusion.

So, in this report we delve into the common gaps and circumstances that organisations can face and suggest focus areas to aid the journey of inclusion maturity, no matter where your starting point is.

The outbreak of the Covid-19 pandemic in early 2020 have created challenging business environments for all sectors. Working with our customers we have seen an emphasis on certain behavioural characteristics that leaders, managers and employees need to cope, succeed and thrive during these difficult times. A number of these characteristics fall under the umbrella term of “Resilience”.

Yet, resilience, as a term, has been overused in blogs, articles and in media in recent months without much rigour around defining its elemental construction and how organisations can become “more resilient”. So, what is “resilience”? What are the building blocks of resilience and how can we measure it?

In this report we aim to explain how to help build resilience in your organisation through individual employees and the company itself.

CEOs are demanding action from their Exco teams and, in most organisations, the workforce is seen as the biggest challenge/opportunity to “improve” productivity, with the burden of resolving this falling often, on HR/People Leaders.

But what is productivity, really? And what actionable strategies can leaders employ to get productivity improvements?

In this report we investigate the topic of stalling productivity growth in the UK and identify six key focus areas where CEOs and HR Leaders can focus their efforts to deliver positive productivity growth through their people.