List of business development skills to use in resumes, cover letters, job applications and interviews, plus more skills and keyword lists.
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Referrals are a great source of new business, asking for referrals is one of the most efficient and effective business development activities. Learn how to get referrals from your current client base.
Want to be a driving force in a company’s growth? Check out a career in business development, like these five professionals.
(From bed-stuy.patch.com) Employer matched grants are available through the for small businesses looking to train new or existing exployees or expand their business. The grants are NYC Business Solutions Training Funds, a program of the Department of Small Business Services. Mayor Michael Bloomberg, Deputy Mayor for Economic Development Robert K. Steel and Small Business Services Commissioner Robert W. Walsh announced yesterday the latest round of these funds at a press conference at Terrafina, a wholesale food manufacturer in Sunset Park, Brooklyn, and one of four new grant recipients. “These workforce training grants give hundreds of small businesses like Terrafina the capacity to hire and train New Yorkers and increase their wages,” said Bloomberg. “It’s just one of the things we’re doing to help businesses and New York City’s economy grow, and it’s working.” Read more.
Learn how the tax credit for research and development activities works, how to take it, and what types of activities qualify.
A one-day workshop helps senior leaders improve their effectiveness.
When companies “go global,” they often make the mistake of implanting one system or policy into another culture or country. When they do, there’s a huge gap between mindsets that directly affects whether or not the global initiative will ever be successful. For example A rapidly growing U.S.-bas…
Launched in October 2010, World Action Teams, an international corporate volunteering firm, creates innovative executive development opportunities within emerging markets in Asia, Africa, and Latin America. Its mission is to develop leaders who create value for society by partnering with corporations to design and deliver discovery experiences …
Improving the business impact of training and development efforts is at the heart of a new conference offering from the American Society for Training & Development (ASTD) and the Fort Hill Company. The Learning Transfer Conference will take place April 7-8 in Chicago and in November near Washington, D.C., on a date to be announced shortly. Learning transfer is a key to improving the business impact of training. In an era of increased accountability and the drive for measurable results, learning and development professionals need to have tools that move them from order taker to strategic business partner. The Learning Transfer Conference kicks off what is a 10-week learning program that begins with an interactive 1 day workshop. During the program, attendees will learn to apply the Six Disciplines of Breakthrough Learning to dramatically improve the business impact of training and development efforts, and will interact with the authors of this best-selling and widely-adopted approach to enhancing training’s impact. They will also benefit from online coaching and interaction with the facilitators and other participants for two months after the workshop itself. Attendees will: For more information or to register for the Learning Transfer Conference, visit http://www.astd.org/content/conferences/LearningTransferConference/
Armed with these convincing statistics, any manager should be able to secure funding and commitment for future learning and leadership development programs.
Ready to hang out your shingle? Steve Cohen outlines some considerations as you decide whether you want a full-fledge business or a smaller consulting practice.
(From BusinessWeek.com) Across the globe, two significant workforce trends are colliding to create a critical need for leadership development training over the next 5 – 10 years. A new generation of skilled workers are entering the labor market in droves – many without previous work experience – while a large group of seasoned leaders are approaching retirement (estimates show that employed individuals between the ages of 55 and 64 will increase by 11 million in the U.S. alone by 2010). In the midst of this growing leadership gap, market conditions are making the need for innovative and strategic leaders more critical than ever. How can companies continue to engage, retain and develop high-potential employees when resources are more constrained than ever? Given the current pace of change in business, how can companies put leadership development in context of what’s happening now? The answer: through agile leadership development programs and on-the-job training programs such as Bloomberg Businessweek’s EDGE. EDGE combines the world-class, insightful content found only in Bloomberg Businessweek with a cutting-edge, weekly training guide incorporating interactive and self-assessment learning activities. EDGE synthesizes headlines, news and trends impacting global business and extracts key learning concepts that can be incorporated in leadership development. Our future forward content is developed each week in real-time so that participants are learning about the impact of business decisions as they happen. EDGE is available to corporations to increase their bench-strength and grow their high-potential leaders. Bloomberg Businessweek’s Executive Development Guide & Extract (EDGE) is an innovative leadership development program that can increase your company’s bench-strength and develop your high-potentials. Written by leadership development experts, EDGE offers your employees robust, continuous learning opportunities – giving them a broader business perspective, igniting their thinking and stimulating collaboration. New content each week makes EDGE flexible and scalable – you can use it however learning happens within your organization. EDGE can be integrated into existing programs or used as a foundation to create new ones: * Formal leadership development programs. * Lunch and learn / One hour power hour – Organize “Lunch and Learn” or “Power Hour” training sessions on a regular basis. * Mentoring program – Incorporate key learning’s into networking, mentoring or coaching sessions. * Informal training sessions – Facilitate informal training sessions with peers or direct reports to share articles, EDGE extracts, etc. Bloomberg Businessweek’s EDGE includes: * A one-year subscription to Bloomberg Businessweek for each participant. * One year of the Executive Development Guide & Extract (EDGE) – e-mailed weekly including unique activities and key learning points designed around six articles in the current issue of Bloomberg Businessweek focusing on executive competency areas such as: * Leadership & Management Skills * Strategic Thinking * Personal Skills * Best Practices/Lessons Learned * Global/Technology Trends * Business/Financial Acumen To learn more about integrating EDGE into your corporate learning programs, contact us at: firstname.lastname@example.org
For talent development leaders to gain buy-in from senior executives and be accepted as strategic business partners, we must be able to confidently speak and understand strategy. Our unique position allows us three pivotal roles to facilitate change and influence strategic thinking and execution at the enterprise level. This session will help you identify essential components of your organization’s strategy, including the critical difference between mission versus vision, goals versus…
This session is intended for anyone interested in starting, building, or growing a successful talent development business. You will learn about principles and real-world examples for how to get grounded, manage effectively, and sustainably move forward. Among the topics covered are understanding industry dynamics, knowing what you want, setting the foundation for success, understanding what you own, differentiating, selling and marketing your offer, operating profitably, overcoming barriers to…
Working for a small business is very different from working for a large corporation. We outline the pros and cons, so you can decide which is right for you.
Find out about the advantages and disadvantages of working in a family business, and learn some survival strategies for both family and non-family staff.
This article discusses the importance of development of infrastructure and basic services to support the international businesses. The key theme of the article is that the ecosystem of support services must be put in place to attract foreign investment.
The growing skills gap needs alignment of learning outcomes with business objectives.This is a structured approach to become a better business partner
e-Learning WMB announces its latest e-learning on how to prepare business documents as part of its apprenticeship standards.
Landscape Restoration for Sustainable Development: a Business Approach from Erasmus University Rotterdam. Integrated landscape management and large-scale landscape restoration should be in every company’s business strategy because in order to …
Learning and development needs with business Process. We establish an effective program that must be a great consideration for employees
Business Uncertainty – 5 eLearning Categories For Continuous Professional Development – eLearning Industry
Want to know how to deal with business uncertainty? Check why eLearning is the solution by supporting Continuous Professional Development.
Due to the constant development and innovations implemented in the curriculums, the top list of best business schools in the USA is a variable category.
Here are some tips and resources for the retail manager on topics ranging from team development and feedback to the fundamentals of management.
How you manage and develop your business’s organization and employees will have a big impact on your success. Find out how to strengthen your workforce, increase effectiveness, and promote a positive workplace culture.
Quick Management Tips on Leadership Business Management Personal Development Marketing Quality and More to Make You More Effective
Discover four significant business developments that are taking place in the global economy of the 21st century.
Looking for ways to conserve your company's cash? Learn 15 ways to conserve cash for your business so you can invest in its growth and development.
The concept of leverage is useful for businesses. How a business can use leverage to fund growth and development.
How to write the operations plan section of the business plan, including details on writing the development and production process sections.
List of job titles for international business and international affairs and development positions, job and educational requirements, and in-demand skills.
Learn what economic development directors do and how they affect businesses, plus get details on what the qualifications for the position are.
By now, little convincing needs to be done regarding the relationship between great (even good) leadership and improved business performance. Whether it is anecdotal stories or fact-based research of how great leaders built up their organizations or sustained strong business results, there aren’t many arguments against…
An “OD economist” shares his insights on mixing social science with business.
Several recent studies demonstrate that a majority of North American employers plan to increase their investments in training and development in 2008, citing employee attraction and retention as key factors rather than just the cost of doing business. Other studies show that this phenomenon is likely to be repeat…
The SCALE process is designed to make sure that talent development professionals ask the right questions and obtain the necessary information to make the best decisions given our priorities and resources.
Changing behavior and driving business success is all in the planning to ensure learning transfer.
How to build an effective business-skills development program.
At one higher education institution, learning and development steers a major cultural and business change effort.
Training and development professionals can be more effective with respect to diversity and inclusion by doing the following.
Gloucester County College in New Jersey partners with a local bakery to create mutually beneficial training and development opportunities.
“Have job, but will relocate” appears to be the mantra for the current crop of business leaders, whose eyes are trained on long-term success. Eighty-two percent of senior leaders around the world are willing to move to a different region, state, or country for their next work opportunity, according to the results of the…
Study finds improvement in business outcomes.
Lately there has been much talk in the talent development industry about the business of learning, getting aligned with the business, and business metrics. However, many organizations still struggle in this area, and to a large degree, we as an industry are still just talking. It’s high time that we turn that talk into action. To instill confidence that the learning organization…
A new whitepaper by the Association for Talent Development offers insight into what it takes to close the skills gap.
Executive development is a multi-billion dollar business endeavor and a critical component to an organization’s long term growth and survival. Organizations invest significant resources to develop today’s leaders into tomorrow’s executives, often with little information on what other organizations have found to be successful (or unsuccessful). A new study by ASTD, sponsored by Booz Allen Hamilton, examined how organizations handle executive development, how much they spend on the programs, who is involved, how are the participants selected, what makes these programs most effective, success stories and lessons learned. [more]One of the key findings of this study was that the executive development “playground is dominated by the big kids.” Most Larger organizations with substantial resources are much more likely to have an executive development program than smaller firms. Most organizations have one of two distinct approaches to executive development: either ‘heavy’ or ‘light’. Executive development programs in firms with high revenue and multinational or global operations are more likely to be characterized as heavy programs. The study found that an organization with a heavy program likely: Companies with only a national reach often have light executive development programs. A company with a light program can be characterized by: Furthermore, organizations with heavy programs reported much better organizational performance than organizations with light programs. The full report, Executive Development: Strategic and Tactical Approaches, contains more in-depth and expanded findings, including best practices and actionable recommendations from ASTD and responding organizations. Source: Executive Development: Strategic and Tactical Approaches (ASTD/Booz Allen Hamilton) Click here to learn more about ASTD Research.
Hawley Kane outlines how talent development leaders can help their organizations meet the needs of people and the business.
Business leaders dedicated substantial resources to employee learning in 2009 – $125.88 billion – despite uncertain economic conditions, according to the newly released 2010 State of the Industry Report from the American Society for Training & Development (ASTD). “The findings in our latest State of the Industry Report clearly demonstrate that executives and business leaders know their investments in employee learning and development are keys to survival, recovery, and future growth,” says Tony Bingham, President and CEO of ASTD. “Training and the reskilling of the workforce is a strategic driver for companies worldwide. We are encouraged to see that, despite economic uncertainty, business leaders know learning matters.” The 2010 State of the Industry Report collected data from 304 companies with an average of 13,728 employees. Of the $126 billion spent on employee learning and development, two-thirds, or $78.61 billion, was spent on the internal learning function, and the remaining $47.27 billion went to external services. Other key findings include: The ASTD 2010 State of the Industry Report provides data covering the strategic and operational activities against which organizations can benchmark their learning investments and practices. For 14 years this report has provided insightful, actionable information for learning executives and business leaders to use when making decisions about how to leverage and build their talent. To schedule an interview to discuss the report’s findings, please contact Kristen Fyfe at email@example.com.
As a gross generalization, schools hate business and businesses hate schools. Let me defend that: Schools hate business 1. Many academics view any skills that empowers an individual outside of academics as either “vocational” or “turning students into drones of capitalistic societies.” (Yet they have no problem rewarding skills that turn students into drones of academic environments.) I mention teaching subjects like “project management”and”solutions sales” to teachers and they recoil. 2. Professors are even encouraged to downplay their consulting to corporations. Even in b-school environment, what consulting is done, according the school mythology, is prostitution, a pursuit of lucre at the expense of integrity, unless it is done at the board level of a Fortune 500 company. 3. A lot of academics smile when the stock market dives, vindication of both their world view and their own personal career choice. Businesses hate schools 1. Businesses rail against classrooms, even their own training classes. Corporate people love to complain about training classes. “Classes don’t work!” “Training doesn’t teach anything.” “No one ever learned anything of important in a classroom.” Many training books and training professionals love quoting high profile individuals (such as CEO’s or brand-name consultants) hacking at classrooms, thinking “beyond the classroom.” If you listened to all of them talk, you would assume that employees are spending half of the lives trapped in basement lectures. Most people spend less time in classes than they spend waiting in line at their organization’s cafeteria. It reminds me a bit of the supporters of the a flag burning amendment. I wish people wouldn’t burn the American flag as much as anyone, but as far as I can tell, there is just not an epidemic of flag burning. And there sure is no epidemic of too much classroom training. The railing is really just posturing. 2. Business people love talking about academic reform. But when a company is performing sub-par, business people don’t talk about Xerox reform or corporate reform. They talk about change management, growth, and re-invention. They talk about “taking a short-term profit hit” to “restructure.” 3. Even amonst the corporations that do the most training, I have never seen a business sponsor an internal remedial history class, or art class, or literature class, or any kind of liberal arts experience. They say they respect it on a resume, but if you don’t arrive with it, they are sure not going to give it to you. 4. And businesses fight hard for tax breaks, which come out of school pockets. All with a big smile But both sides hide their animosity reasonably well. The development side of schools want donations from businesses. They talk to parents about preparing students for the future. Businesses want to appear helpful and benevolent and part of the community. It is only after the love-fest meetings and PR events do the real feelings emerge. And I believe the friction, the misalignment, this cold war between these two hurts students, hurts our GDP and standard of living, hurts schools, and hurts business. The Hope of T+D In our profession, literally of the people reading this blog, lies either the opportunity to bring these two worlds together, or to create a bigger wedge to push them apart. It is an opportunity (and yes, responsibility) that I hope we all consider as we present our ideas, shape our strategies, postore, define ourselves, and invest in and execute our plans.
Highlands Ranch, Colo. (PRWEB) June 3, 2009 — Research indicates a strong relationship between business performance and emotional intelligence. In recent years, interest in emotional intelligence has grown as research shows impact on a variety of business measures, including recruiting and job selection, sales results and leadership performance. Emotional intelligence is the ability to perceive, control and evaluate emotions to improve work and personal life. In a new whitepaper titled, “Emotional Intelligence: What’s New, What’s True – Improving EQ with Behavioral Styles,” the TRACOM Group explores the importance of emotional intelligence and its direct link to critical business measures and individual success, more so than traditional measures such as IQ. The complimentary whitepaper can be downloaded at http://www.tracomcorp.com/forms/eiwhitepaper.html. The whitepaper also explores the genetic disposition people have for emotional intelligence and the affect it has on improved leadership and managerial performance. However, research also shows that emotional intelligence, just like technical skills, can be developed through a systematic and consistent approach to training and development. ( Read the entire article.)
Charles Jennings, Jos Arets, and Vivian Heijnen discuss the different critical roles needed to execute 70-20-10 with business impact.
The ASTD Leadership Handbook is an exciting compilation of insights, ideas, and tools that will enable individuals, teams, and organizations to develop their leadership capabilities. This book sets itself apart in a crowded field by emphasizing leadership development and providing practical approaches to this crucial need. Elaine Biech, the trainer’s trainer, edited this substantial – yet practical – collection that contains the wisdom, philosophies, and tools of 48 leadership experts. The ASTD Leadership Handbook presents five major sections: Leadership Competencies, Leadership Development, Attributes of Successful Leaders, Contemporary Leadership Challenge, and a broader view of the leadership discussion. The list of contributing authors reads like a “Who’s Who of Leadership Gurus” and includes such greats as Jim Collins, Len Goodstein, Frances Hesselbein, Jim Kouzes, Cynthia McCauley, Jack Zenger, and many more. The accompanying website provides a wealth of more than 30 ready-to-apply tools like John Kotter’s eight-step process for managing change, Ken Blanchard’s ethics check, and Marshall Goldsmith’s mini-survey for coaching leaders. The ASTD Leadership Handbook gives readers all the insights and applications they need to thoroughly understand and practice its principles, guided by the most respected authorities on the subject. Visit the ASTD store to order your copy. The ASTD Leadership Handbook is co-published by ASTD and Berrett-Koehler Publishers. About Elaine Biech Elaine Biech is president and managing principal of ebb associates inc., an organization development firm that helps business, government, and nongovernment organizations work through large scale change. Known as the trainer’s trainer, she custom designs training programs for managers, leaders, trainers, and consultants. Biech has been in the training and consulting field for 30 years and is the author and editor of more than fifty books. She has been featured in dozens of publications including the Wall Street Journal, The Washington Post, and Fortune magazine
Background The New York State Office of the State Comptroller (NYSOSC) in Albany maintains a broad scope of responsibility unmatched by similar offices in the United States. As the state’s chief fiscal and accounting officer, the Comptroller is a separately elected state-wide official whose primary duties include managing and investing the State’s cash assets, auditing government operations, paying all NYS employees, reviewing State contracts, overseeing the fiscal affairs of local governments including New York City, and operating two of the state’s retirement systems. As an agency charged with monitoring the effective financial operation of numerous other agencies and entities, the NYSOSC understands the need to carefully maintain its own project management (PM) and business analysis (BA) capabilities. Therefore, the Office engages in regular self-assessment and performance improvement in these areas. The ChallengeNYSOSC has built a reputation for continually advancing project management best practices through its PM Center of Excellence (CoE). However, realizing that enhanced business analysis practices can also increase project success and user support, as well as heighten customer satisfaction, the agency has sought, since 2006, to improve its business analysis practices by instituting a Business Analysis Center of Excellence (BACoE). NYSOSC performance improvement programs had primarily benefited PM teams prior, and support had not been available for the advancement of BA teams. By promoting BA competencies, knowledge management, enterprise analysis skills and practices similarly to the PM program, NYSOSC sought to achieve comparable, positive results. Strategic PlanningThe agency’s cross-division Business Analysis Work Group completed a strategic report in 2006 presenting the benefits of advancing NYSOSC’s use of business analysis and making next-step recommendations, including the launch of a BACoE. In 2007, the second phase of the project was launched to begin to develop and support business analysis as an organizational resource. Kevin Belden, Deputy Comptroller and CIO, and Kirk Schanzenbach, Director of the Program Management Office (PgMO), were executive sponsors; and Barbara Ash, Assistant Director for BA in the PgMO, was the project manager. The project team consisted of numerous representatives from BA units across the agency. To provide counsel on industry best practices, and to resolve issues that were impeding progress, the project team enlisted the help of ESI International. “Having worked with ESI in the past to build our project management and business skills capabilities,” said Schanzenbach, “we were confident that they were the best partner in achieving our BA goals.” ESI began by working with NYSOSC leadership and the project team to outline unifying objectives for BA and PM skills areas, including the need to: The Solution In cooperation with ESI, NYSOSC determined the key strategies to ensure a successful program. Foremost among these were: To support the program launch, ESI designed and delivered a two-day, project kick-off workshop that centered on the program’s four-part learning framework and targeted development of knowledge, skills, ability and attitude. Day one introduced the program to senior management and focused on developing best practices in alignment with BACoE operating standards. Executive activities included competitive, interactive group exercises that helped to define and prioritize goals around developing the BACoE. Day two introduced the program to front line business analysts and ensured a common understanding of BA concepts and executive directives. Following the kick-off, the team worked in subcommittees on project deliverables, received best practice advice, and exercised skills and competencies through coaching exercises. Special attention was also given to evaluating and treating such problematic areas as standards and methodologies topics for the BA group. “This intensive learning experience was very well received as a serious enhancement to the traditional instructor-led effort.” said Ash. “Participants also felt that it accelerated the program launch significantly compared to previous programs.” Toward Change In the early months of the program, ESI participated in regular group meetings and calls in order to provide coaching and to reinforce goals and specific training targets. While ESI continues to deliver essential counsel, the NYSOSC has quickly achieved the competency to offer coaching and mentoring using internal resources. Other significant program accomplishments and benefits to date include: Championed by executive sponsors Belden and Schanzenbach and project manager Ash, the internal team continues to recommend and oversee BA learning programs and progress, as well as support the advancement of BA maturity.
New Survey from Krauthammer: Around 80% of businesses feel resistant to current difficult business climate
KRAUTHAMMER | London, UK 80% of international businesses feel relatively resistant when it comes to the worsening business climate. 55% will defend their investments in ‘behavioural development’ programmes in areas such as leadership, management and sales. On the downside, 20% say that they will cut their budgets. This and other findings are the results of a probe conducted by Krauthammer in late Autumn 2008. 34% of the respondents forecast a poor business climate for 2009. Around 20% believe they have “low resistance” to a difficult business climate and are planning to cut their behavioural development budgets in line with their predictions. However, over twice as many – 55% – feel resistant – and 42% even plan to raise development budgets. “The news is mixed. The most positive signal we can distill from our probe is that companies will prioritise initiatives with a real and measurable impact. So consultants that excel in sophisticated forms of body-shopping will probably be hit as hard as temporary personnel providers”, comments Ronald Meijers, Co-chairman of the Board of Krauthammer. *) body shopping typically implies filling temporary competence gaps rather than structurally improving a company’s performance. The respondents will defend training and coaching more vigorously than they will consulting. And as many CEOs admit their difficulties in predicting results for 2009, leadership training will be most defended – by 53% of respondents, followed by sales training (47%) and management training (42%). Crossfunctional training such as IT- and language skills will be least defended, the probe suggests. When it comes to coaching, too – leadership, management and sales coaching will be most defended. Overall, training seems less vulnerable than coaching – training will be cut by fewer numbers of people than its coaching equivalents. According to the probe, consulting budgets will be defended by around a third of businesses. Least popular, the probe suggests, will be consulting in “hard issues” such as strategies, operations and structures – only 19% of the respondents would defend it. A combination of “soft” and “hard” issues such as sales effectiveness will be most resilient of consulting propositions – 33% of respondents say they will protect budgets in this area. Nick Girling Senior Consultant, Office Leader UK, Krauthammer Tel: +44 20 8770 7200 Mobile: +44 7900 5648 79 E-mail: firstname.lastname@example.org Coaching, consulting and training company Krauthammer assists clients worldwide in successfully uniting permanent people development and sustainable business performance. It offers major change implementation and human capital development programmes at the individual, team and corporate levels optimising the personal effectiveness of leaders and managers, salespeople and negotiators, trainers, coaches, consultants and support staff. Established in 1971, Krauthammer International has 300 consultants and employees, delivering services in over 50 countries, in 15 languages. International consistency and the ongoing professional development of the consultants are ensured by four annual Krauthammer University sessions where every consultant spends between 2 and 3 weeks per year. www.krauthammer.com
It is important to fully understand how to best use three critical elements of business planning if you expect to build and grow your talent development firm.
Steve Cohen outlines some key strategies organizations use to grow their business.
Steve Cohen examines the financial realities of exiting a talent management business.
New research from DDI explores whether multinational companies have the strong leadership pipelines they need to meet their future business challenges.
As organizations look to the future of business, the performance of every employee will be critical for business growth. So global talent management expert Development Dimensions International (DDI) has created a development solution to help individual contributors boost the skills that will improve both individual and group effectiveness DDI’s program, Interaction Management: Exceptional Performers (IM: ExPSM), includes eight courses to build the skills of professionals and emerging leaders, from financial whizzes to engineering gurus. “Organizations can’t afford to ignore this group of professionals that aspire to be the technical experts as well as the next generation of leaders,” said Jim Davis, Vice President of Workforce and Service Development for DDI. IM: ExP uses interactive learning experiences to build skills that result in positive behavior changes in employees, resulting in a more productive and more engaged workforce. The course list includes: Communicating with Impact, Embracing Change, High-Impact Feedback and Listening, Networking for Enhanced Collaboration, Navigating beyond Conflict, Valuing Differences, and Working as a High-Performing Team. Read more.
NEW YORK–(BUSINESS WIRE)–“Talent management and succession planning are more critical during tough times to avoid talent shortages when the economy improves” says Darleen DeRosa, Managing Partner of OnPoint Consulting. Rather than slashing budgets, Dr. DeRosa suggests five strategies: Companies that invest in talent will be better prepared to take advantage of the upturn when tough times are a thing of the past.
Like many things in business and life, connecting learning and performance is easier said than done.
(From UNC Kenan-Flagler Business School) — This whitepaper examines the knowledge, skills and abilities business leaders must have to ensure the continued success of their organizations in today’s competitive global marketplace. It will introduce HR and talent management professionals to a four-step process taught at UNC’s Kenan-Flagler Business School to improve leadership skills and to create a leadership culture within organizations. Read the whitepaper.
MISSISSAUGA, ONTARIO–(Marketwire – June 28, 2010) – Canadian manufacturing workers and businesses will benefit from a Government of Canada investment in a literacy and essential skills development project. The Honourable Lisa Raitt, Minister of Labour, together with Mr. Bob Dechert, Parliamentary Secretary to the Minister of Justice and Member of Parliament for Mississauga-Erindale, made the announcement today on behalf of the Honourable Diane Finley, Minister of Human Resources and Skills Development. “Our government believes that working with partners to improve literacy and essential skills is a great way to help Canadians build better futures,” said Minister Raitt. “By identifying best practices and creating tools to help businesses incorporate these critical skills in their training programs, this project will ultimately help workers get the skills upgrading they need to stay safe and productive on the job.” Read more.
The Human Capital Community of Practice worked with ATD BEST and Excellence in Practice winners to uncover the secrets of their talent development departments.
The American Society for Training & Development (ASTD) 2010 International Conference & Exposition being held May 16-19 at McCormick Place in Chicago, Illinois will feature thought leaders and innovators in the workplace learning and development field. Voices of Innovation include: David Allen, author of Getting Things Done; Marcia Conner, Fast Company columnist and co-author of the forthcoming book with ASTD President and CEO Tony Bingham titled The New Social Learning; Marshall Goldsmith, named by Forbes to be one of the Top 15 Most Influential Business Thinkers in the World in 2009; Alexandra Levit, syndicated Wall Street Journal columnist and author of the bestselling book They Don’t Teach Corporate in College; Karl M. Kapp, scholar, consultant, and expert on the convergence of learning, technology, and business operations; and Tony O’Driscoll, professor at Duke University’s Fuqua School of Business whose current research focuses on how emerging technologies can rapidly disrupt existing business models and industry structure. Leaders of the Profession include Michael Allen, Geoff Bellman, Ken Blanchard, Rob Brinkerhoff, Ruth Clark, Beverly Kaye, Don Kirkpatrick, Jack Phillips, Bob Pike, Dana Robinson, Thiagi, and Jack Zenger. Voices of the Next Generation include the sons and daughters of industry titans who bring their own knowledge and expertise to the profession: Scott Blanchard, Ann Herrmann-Nehdi, Jim Kirkpatrick, and Becky Pike Pluth. A comprehensive list of featured speakers for the conference is available at www.astdconference.org. New for 2010, all session speakers will be using “paperless handouts” in an effort to conserve resources and reduce waste. Handouts will be available as a password-protected download in multiple formats for a wide array of devices, including handheld mobile devices. Many industry-leading and socially responsible organizations have adopted similar policies for their conferences. ASTD introduced paperless handouts at its TechKnowledge conference in January with positive feedback from both speakers and attendees. For more information on the ASTD 2010 International Conference & Exposition, visit www.astdconference.org.
How to WIN the game every time. Articulating Value is an extremely rewarding sales competency skill to have in your sales toolbox, but delivering a sales training program on articulating “value” to a potential client will be a wild ride of self-discovery all it’s own! You have Amazing Power when you “articulate” words – whether they are verbal or written. Words can create or destroy. Your business life and relationship opportunities depend on it. So, be careful what you say and do in business and when you engage with others who are looking at your products and services. You are articulating and affirming that you will DELIVER what the customer needs. According to the “World Class Sales Competency Model” built on the “World Class Sales Competency Research, “articulating value links solutions to the challenges when solving opportunities and confirms it with the stakeholders.” It ensures that the criteria for the decision making are shared and addressed.” The word “stakeholder” usually refers to someone that has a “stake” in the financial business transaction or will be impacted by it in terms of time, effort, or money. But what do these stakeholders really care about? Most people will say…the MONEY! In actuality, the money comes later. What really matters is HOW you service stakeholders and HOW you treat them during and after the business transaction. This is where the profit is proven. You can add all the value you want in your “solution” on the paper but the contract will NOT show the physical value in the delivery of your product until after they buy.This is where ROI meets FACTS, TRUST, INTEGRITY, COMMITMENT and LOVE. Love? What does that have to do with business?What does that have to do with articulating value in a business transaction? EVERYTHING! There are scores of business psychology case studies for “loving your customers / clients” and the outstanding results. At the bottom line, articulating value always becomes a cornerstone. Articulating the value in anything you do for someone or something is a life enhancing human development process. This wonderful affirmation reinforces to all the stakeholders why you are so valuable and why they should buy from you. Your ability to love yourself, love others and what you say regardless of the business outcome is priceless. Your Attitude is physically manifested by your thoughts, words and actions. Articulating Value is an Action. Love is an Action. Delivering training for performance is an Action. Your responsibility to control a “cause and effect” in a business transaction is an Action. Do you see the connection here?The by-product of a selfless but loving “attitude” is the key reason for success in selling! WOW! This also translates tolong term CUSTOMERS, REPEAT REVENUE and REFERRALS! If you love your business, and love your sales job, then you should love the people you sell to. This is truly the most important part of articulating the value proposition process, regardless of whether they agree to the terms of what you are selling or not. The Value of Delivery and Fulfillment Help your decision maker prospects understand not only the technical and hard data logistics, but a complete emotional understanding of your solutions. Evaluate the productivity of performance against business results. Signing contracts, exchanging money for goods and services and fulfilling the agreement of service is done with buy-in. Buy-in on a signature confirms that your articulation was well received and that your fulfillment is expected. Are We Done Yet? Not yet! Just because you signed a contract, and took money from someone in exchange for your goods or service – does NOT mean you are done with articulating your value to these people! What about all the people involved in the execution of the project AFTER the agreements are approved? That could be anyone from the Receptionist all the way to the CEO! Your buyer has relationships with other people in the organization. You will be called upon if there is any problem, misunderstanding or customer service in the future! Be proud of yourself! THEY CHOSE YOU for your Trust, Integrity, Commitment and Love. What great way to “articulate your value”.
Angle Green presents five game-changing lessons talent development executives can learn from the NFL Draft.
Providing Results That Executives Will Love (Part 3): 10 Steps to Deliver Business Value (continued)
In this segment, Jack Phillips continues his discussion of the 10 steps talent development professionals can take to demonstrate their business value.
Providing Results That Executives Will Love (Part 4): 10 Steps to Deliver Business Value (continued)
In this segment, Jack Phillips continues his discussion of the 10 steps talent development professionals can take to demonstrate their business value.
In this segment, Jack Phillips presents 10 steps talent development professionals can take to demonstrate their business value.