The workplace is changing.  A person centred approach is the way forward and has been for some time.  Employers who have been slow to catch on to that and who are wondering why they aren’t able to retain or get the best of their people need to take a long look at their practices.  

According to a Gartner study of board directors released this month, 81% of respondents said that business disruption due to talent shortages is the current, biggest workforce risk that companies are facing.

Anyone can find talent.  The differentiator in terms of individual, team and wider business growth, is being able to keep hold of that talent.  To truly understand what will motivate, engage and energise a person, and to create the right conditions that will enable them to deliver their best impact.

The Game Changing Index (GCI) is a tool that can help.  By understanding a person’s natural proclivities, the ways that they instinctively draw upon in order to have their best impact in the working world, it becomes possible to think differently about how to help them to be at their best.

Using the GCI, a savvy business can think differently about how to resource the business planning and delivery cycle.  It can enable a more dynamic approach to talent management and help to effectively enable project based mobility, moving away from a clumsy assumption that a job title is an effective marker of who needs to be where and when, towards truly aligning energy for impact with programme delivery.  It has real potential to help close the strategy / execution gap.

Here is Emma Rooth, CEO of Torbay Pharmaceuticals, talking to Dawn Sowerby, Founder of the Culture Business, and Nathan Ott, Chief Polisher of The Game Changing Index about where she has found the value of The GCI in enabling business transformation.