It’s no news flash that executive coaching is one of the wisest investments an organization can make.
Countless studies show that employees who seek coaching – essentially to accomplish important goals with less stress and greater effectiveness — tend to get promoted more often and earn greater salary increases than employees who don’t.
But despite powerful evidence that it can boost performance, productivity, and profits at organizations of all sizes and types, coaching doesn’t always pay off. Read more…
The August HR Roundtable in Cincinnati took a stab at the age-old HR conundrum of Performance Management vs. Professional Development.
The forum took the focus of development as its launching point, but the conversation inevitably fell back into what we know and practice. It was a really interactive session and the attendees started with these brain teasers to get conversation going.
The questions: Read more…
Here are four (4) qualifications to consider when creating training programs for the workforce of tomorrow.
You may have heard of them; they’re called Millennials. I’m one of them and chances are, you might be, too. There are 80 million of us taking over close to half (46 percent) of the corporate jobs in America by 2020.
With that in mind, here is what we look for in corporate training: Read more…
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…