Recently we discussed how companies can actually realize more learning through less learning by building a productive learning culture.
To build a productive learning culture, the best organizations do three things:
1. Right size learning opportunities
To more actively engage their employees in development outside of the classroom — historically a major challenge for many organizations — 61 percent of heads of Learning & Development focus on providing employees more learning opportunities, and 75 percent actively promote the importance of on-the-job, experiential learning. Read more…
The learning landscape has changed substantially; the line has different skill needs, and employees want to learn in new, innovative ways.
As line leaders pursue new growth opportunities — or seek to improve their execution of existing plans — they need employees with new and more complex skills. Clearly, line leaders’ expectations of development interventions are changing.
- Sales leaders, for example, want to build a sales staff that can not only sell products but also challenge customers’ assumptions. Read more…
Back in March, I discussed a few takeaways from Deloitte’s Global Human Capital Trends 2014 survey. After going through the report again, I think it would be worthwhile to mention some of the other global trends for 2014.
I previously discussed the need to re-skill HR teams, one of the top four (out of 12) global trends that survey respondents perceived as most urgent. I did not, however, discuss the top trend perceived as most urgent by responders — the need to build global leadership.
Fully 38 percent of respondents rated this as “urgent,” 50 percent more than the next trend identified as “urgent.” Read more…
Many organizations have sophisticated training departments with complex Learning Management Systems.
I love that, yet I find myself wondering if it matters as much as it used to.
When the typical Millennial wants to learn something, they turn to the web, often YouTube, and see what they can find. The training may not be as good as what the corporate training department provides, but it may be good enough. Even if the LMS offers a ton of e-learning, employees may default to the ultra-familiarity of YouTube to pick up the tips they are looking for. Read more…
A common complaint made about development programs is the concern that it will create employee turnover.
As employees develop new capabilities they will be unsatisfied staying in their current roles and will begin actively seeking opportunities elsewhere. People argue that “if we develop our employees other people will hire them away.”
Or as some managers put it, “Why should I develop people just so others can poach them from me?”
Concerns about talent poaching are misguided and extremely detrimental to long-term organizational health. Read more…
Organizations the world over are investing big sums in high-potential employee (HiPo) development programs because they rightly see that developing their employees is the best and most efficient way to find their firm’s future leaders.
And the rewards can be great: CEB research shows that organizations with strong leadership can double their revenue and profit growth.
But all this investment is for naught if a firm’s brightest and best take all their “world class” training and hot foot it off to a competitor. SHL Talent Management research shows that a staggering 55 percent drop out of HiPo programs. Read more…
Companies today face several unprecedented challenges.
- An increasingly competitive hiring landscape, combined with growing talent shortages and skills gaps, makes finding the right people harder than ever.
- Looming retirements among Baby Boomers means companies will soon lose their most senior employees, along with their skills and knowledge.
- And, with rampant employee disengagement, companies often struggle to retain their best and most promising workers.
As these issues converge, talent management has become increasingly difficult. So, what can employers do to counteract these factors? Read more…
Virtually every company says it values career development. Yet one of the most common reasons for turnover is a lack of development opportunities.
If development is so important, why does it seem to be in such scarce supply?
One reason is many companies actually do things that discourage people from engaging in development activities.
You can tell a lot about how much a company values development by looking at the criteria used to guide compensation and promotion decisions. Read more…
When senior leaders come for coaching, they often show up with great motivation but guarded perspective.
Their CEO has often given them some direct or implied feedback that their career has hit a roadblock unless they develop more “executive presence” or overcome some other nebulous challenge.
In my experience in working with these executives for more than two decades, I’ve identified three recurring difficulties they have in communicating with their staff, peers, and strategic partners. If the following issues sound familiar to you, the accompanying tips may help. Read more…
By Ilyse Wolens Schuman
One of the few employment-related bills considered by Congress this term is on its way to President Obama’s desk.
On July 9, the House of Representatives overwhelmingly approved the Workforce Innovation and Opportunity Act (H.R. 803) by a vote of 415-6 (with 11 not voting).
As previously discussed, last month the Senate approved this bill, which primarily reauthorizes and consolidates a number of federal job training programs. Read more…