198 Search results

For the term "Program Management".

Ethics Management Programs

Ethics Management Programs are designed by an organisation or an employer as an attempt to have formalised structures for ensuring the organisation is perceived as fair, honest and responsible.

Some Points to Consider About Executive Management Programs

This article discusses the positives and negatives of attending the executive management programs that are being offered by many business schools in Asian countries. The key theme in this article is that aspiring managers and attendees of these executive programs must be realistic about their chances when they enroll for the programs.

Models/Approaches to Implement Change Management Programme

This article establishes the basic framework for understanding the importance of various models/approaches in the implementation of change management interventions in an organization, depending on the context or the situation. It further describes the difference between the strategies of change and the models of change, in terms of their objectives and key focus.

Executive Management Programs and Part Time Management Programs

This article discusses the trend of working professionals enrolling in executive management programs and part time management programs. The key themes in this article are that it would be better for prospective entrants to perform a SWOT Analysis and a cost benefit analysis as well as doing their due diligence on the institutes offering such programs.

Types of Management Training Programs

Training programs play a crucial role in honing skills of employees, making them responsible and productive. The article discusses the various types of management training programs.

Some Thoughts on Specialized and Niche Management Programs

This article discusses the advantages and disadvantages of enrolling in a niche program like the postgraduate programs in systems that are offered by many leading business schools. The article also discusses the advantages and disadvantages of graduating from an institute that is known for particular niches.

The Program Managers View

The federal program management community is a highly visible group that manages more than $2.55 trillion dollars in annual budgets and oversees numerous programs critical to its constituencies. Despite this groups importance, the experiences and insights o…

Efficient Management: From Global Threats to Small Projects

Government budget cutbacks and increasing project complexity have boosted demand for project and program managers who can squeeze efficiencies out of public-sector undertakings. Federal, state, and local governments face budget challenges that make it essential to efficiently manage public-sector projects and justify project expenditu…

Succession Management

A mere one-third of respondents reported that they are satisfied with outcomes of their succession management program; 32 percent said they were dissatisfied or extremely dissatisfied with recent succession management outcomes.

Management Makeover

A global organization revamps its management development program for first-line leaders.

Improving Economy Boosts Talent Management Efforts

As the economy turns around, companies are looking to retain and attract top talent to drive innovation, and they’re renewing their focus on talent management programs to support these efforts, according to a new global study on rewards and benefits.

UAE consortium formed for INSEAD Executive Leadership Programme

(From AMEinfo.com) — Translating the UAE’s leadership vision of establishing the country to be the centre of leadership excellence in the region, Du, Dubai Holding, DUBAL and First Gulf Bank have formed a UAE-based consortium of principal companies in the country, and launched an Executive Leadership Programme in collaboration with INSEAD, one of the world’s largest and leading graduate business schools. The INSEAD Executive Leadership Programme (ELP) was conceived and designed to bring a higher level of training to executives at the Vice President and above levels in the UAE. “INSEAD’s Executive Education Programmes create an environment where individual, group and organisation-wide learning is achieved simultaneously. We are honoured to partner with the consortium made up of leading UAE companies, in order to bring comprehensive leadership training to future leaders,” said Dipak C. Jain, Dean of INSEAD. With an aim to expound upon the skill set already demonstrated by those in senior executive managerial levels, the ELP, which will be delivered by INSEAD, will hone the attributes necessary to becoming a company leader, focusing on Strategy and Planning; Customer Centricity; Financial Management; Strategic Human Resources and Supply Chain Management. In addition, the course develops team building leadership and incorporates personalised executive coaching, with participants taking part in live case studies and CEO panels.

Talent Management Playbook

A majority of high-performing organizations use talent management to help them identify, develop and leverage the core talent that is critical to the current and future performance of their companies. Mastering talent management helps companies differentiate themselves and provides them with a competitive edge. However, developing a cohesive talent management program, which successfully integrates its various components and aligns high-potential employees with company goals, is challenging for business leaders. The Talent Management Playbook is based on a survey commissioned by ASTD and i4cp that examined various aspects of talent management, including how organizations define talent management, the components they value, the people they choose, those they delegate to benefit from it and they ways in which they measure the success of its outcomes. Challenges that organizations commonly face with regards to talent management are addressed and potential actionable strategies are discussed; enabling organizations to take a holistic approach for the employees and company. Some of the challenges discussed include: There is no universal consensus on the definition of talent manage, and its meaning can vary even within organizations. Organization that integrate talent management are more effective and successful, yet few organizations report they have successfully done so. An organization may lack the measurement tools need to accurately track and assess talent management processes. This easy-to-use research guide also includes real-world examples of how companies have addressed some of these talent management issues. The Talent Management Playbook can be purchased from the ASTD Store.

Study Links Wellness Programs to Innovation, Creativity

(From PRWEB) — Organizations that promote employee health and well-being are 3 times more likely to encourage creativity and innovation, according to research by Right Management released at the World Economic Forum in Davos, Switzerland. Right Management is the talent and career management expert within Manpower, the global leader in employment services. “We found fewer than half of the more than 28,000 employees who participated in our worldwide study reported that their organizations actively promote health and wellness,” said Deborah Schroeder-Saulnier, Senior Vice President for Global Solutions at Right Management. “Yet we now have persuasive evidence linking health and well-being to greater employee engagement, organizational productivity, talent retention and – of utmost importance in today’s post-recession economy – creativity and innovation.” Seventy-two percent of respondents who rated their organization highly for actively promoting health and well-being also rated it highly for encouraging creativity and innovation. Among those who did not rate their organization’s healthy and well-being efforts highly, only 20% took a favorable view of their organization’s encouragement of creativity and innovation. Read the full release.

Sales Training Management Dilemmas

Sales Training Management Dilemmas Do you really know your sales organization? Most people don’t realize that the sales culture created in the organization is actually built upon bits and pieces of the sales profession. By that I mean, each person that has had a critical decision to make has uniquely crafted the sales organization… based upon their own understanding of the profession. With that understanding, they have infused both good and bad practices. These practices can be traced to several distinct sales eras. Each era, can leave a lasting impression on your organization — thanks to the people who infused the sales culture from the beginning, until today. Here is each of the eras: The Time Period Era of… Late 1800’s -1920 Sales Science 1920 – 1945 Sales Process 1945 – 1985 Sales Confersations 1985 – 2005 Sales Technology 2005 -?? Sales Performance For each of these eras, please read my other articles. The sales eras are important for historical reasons, but there is a practical reason for understanding that they survive until this day. Much of the knowledge new salespeople attain is grounded in the Era of Sales Process. Much of the knowledge on client decision making comes from the Era of Sales Conversations, and much of the advances in managing information flow appeared in the Era of Sales Technology. It’s interesting to note that each selling era precedes the other. If you’re just starting to analyze a sales team, you can start with the work required to accomplish a single transaction while Identifying how the sales team is organized, how quotas are assigned, and who reports to whom (Era of Sales Science). From there, move into identifying the processes, systems, and tools in place that support the sales team as they attempt drive multiple transactions (Era of Sales Process). Next, move into understanding how the sales team supports client decision-makers as well as how they help clients justify purchase decisions (Era of Sales Conversations). After that, you can analyze the technology in place designed to support and align the sales team (Era of Sales Technology). Finally, you can move into understanding the individual and organizational competencies required of the various levels within the sales team (Era of Sales Competency). Think about it! Entering the Era of Sales competency requires all other eras to exist first. Therefore, identifying theses eras can be accomplished even if you have a new sales team that lacks the history, but needs processes, tools, and systems to align to the client. So, is your sales organization ready? Welcome to the Era of Sales Performance — seriously. The age of the millennial salesperson… In today’s complex business environment, a need continues to exist for sales professionals who can build relationships, truly understand the customer, and bring value to the client. It may be true that remnants of preceding sales Eras still exist in your organization. While most organizations would argue that they are working diligently to understand the customer and consult with them to develop win-win solutions, this continues to be extremely difficult. These difficulties require a holistic approach and understanding of the complex environment sales teams operate within. This complexity has created today’s sales era. This era is built upon a platform of salesperson competency. Because buyers are demanding more and more unique answers to their complex business problems, salespeople of today must be able to customize and personalize the information and knowledge from the previous Sales Eras to create their own unique selling approach. This requires a holistic understanding of knowledge, skills, and abilities required to succeed. Are you working in a high performing sales organization? – Does your organization spend time on developing the right transaction, at the right time, with the right prospect and support salespeople with a holistic approach with sales, support, and services all working together? – There is an increased emphasis on how deals are done, not just what the end result is. – Salespeople are encouraged to personalize their approach within a standard sales process. – Salespeople are enabled to develop self-directed learning approaches and given the flexibility to pursue the right training for them. – Salespeople are taught not only about their client’s industry, but the industry of their client’s customers. – Salespeople are required to attend a training program focused on different levels of their career – Sales training is broken into categories such as selling skills training, product training, industry training, and technical (administrative) training. ——-

Putting Together the Pieces of the Talent Management Puzzle

Talent management has become a top priority for organizations, highlighting that the optimization of talent in the workforce directly affects everyday operations and in turn drives the bottom line. The ASTD-i4cp Talent Management Practices and Opportunities Study found that 19.9% of organizations reported that they manage talent effectively to a high or very high degree, with an additional one fifth admitting that their companies were effective users of talent to only a small extent or not at all. Talent management is anticipated to grow: over 80% of participants predict a growth in the next three years. What does the talent management puzzle look like? With talent management expected to become more important in the near future, it is essential to have a clear understanding of what talent management comprises and how the pieces of the puzzle fit together. According to many study participants, talent management should be a holistic initiative made up of integrated parts that create a synergy amongst the components. Ideally, talent management comprises a whole that exceeds the sum of its parts. The more integration that occurs between the elements, the more cohesive and effective the talent management program becomes. This is what distinguishes talent management from an array of conventional HR programs that have less connectivity. Only 18.7% of the survey respondents indicated that their companies integrated talent management components to a high or very high extent, and only 19.7% said their firm had the technological capability to do so. The element that was most integrated into the talent management program was performance management, with 63.7% of respondents citing it as being integrated to a high or very high extent in their organization. Learning/training was a close second (61.7%), followed by leadership development (59.1%), high-potential employee development (52.8%), and individual professional development (44.4%). All the components showed positive correlations with talent management effectiveness, with employee engagement (r=0.56) having the strongest correlation. As a high level of integration is positively and significantly correlated with the ability to manage talent effectively, organizations that wish to further integrate their programs and approaches have significant opportunities to improve their talent management function. Source: Talent Management: Practices and Opportunities (ASTD/i4cp) Click here to learn more about ASTD Research.

Merrill Lynch takes wraps off training program for advisers

(From investmentnews.com) Merrill Lynch Global Wealth Management last week unveiled a training program to help its 15,000 financial advisers develop a retirement income program for their clients. As part of the program, the firm has announced a service that will allow its wealth management clients with at least $250,000 in assets to transfer funds from their Merrill Lynch & Co. Inc. cash management account into a Bank of America Corp. deposit account on a periodic basis to facilitate their retirement income stream. Using the service, clients can access their retirement income at a BofA ATM or office. Merrill Lynch advisers will also be able to track their retiree clients’ spending habits. Read more.

Global Assessment Trends Report Reveals Shifts in Talent Management Focus

(From PRWEB) — PreVisor, the global leader in employment assessments and talent measurement solutions that connect employment decisions to business results, released its 2nd annual Global Assessment Trends report summarizing findings from over 230 companies headquartered throughout the world. Co-sponsored by ADP, this year’s report aims to provide HR and business audiences with an up-to-date perspective on practices and trends related to talent measurement programs used for hiring, career development and succession planning. Highlights of the 2010 Global Assessment Trends Report (GATR) include key HR trends related to assessment, an overview of talent measurement practices around the world, and changes observed in comparison to the 2009 report results. “The report findings confirm what we’ve witnessed in the past twelve months: that many of our clients, while recognized as leading HR practitioners, continue to feel pressure from the economic downturn”, observed Noel Sitzmann, PreVisor CEO. “However, the data also indicates that many organizations have made the necessary adjustments to move forward with effective talent measurement and management programs that will contribute to business growth going forward. These are exactly the kinds of strategic initiatives we work hard to support.” Among the key findings from the report: 1) The emergence of performance management and career development In the top talent priorities for 2010; 2) The economic recovery impact showed most companies (68%) indicated concern about employee retention; 3) A focus on Quality of Hire, as 70% of respondents feel pressure to demonstrate ROI for the use of assessments in the staffing process; 4) Social Media for hiring received mixed results. While almost 70% of organizations plan to use various social media sites in their recruiting efforts, 50% remain unsure if the efforts are effective. Only 24% of companies agree that social media websites have a large impact on talent management. 5) Applicant reaction was considered critical, but was not always tracked. Eighty-four percent of companies agreed that applicant reaction to the hiring process is important; however, only 41% obtain feedback from candidates. And 6) Formalized Post-Hire talent programs could improve. Only half of respondents use assessment tools with their current workforce. Less than 30% have established formal career development for employees. Read the full release.

Get Smart About Knowledge Management

In this video, ATD facilitator Eddie Turner explains what knowledge management is and how you can learn more in the ATD Knowledge Management Certificate program.

Employers Cite Talent and Performance Management Technology as Most Critical HR Service Delivery Issue in 2011

(From Business Wire) — With expectations that hiring activity will increase this year and next, HR departments at a large number of U.S. employers say that talent and performance management technology systems will be one of the most critical HR service delivery issues they will face in 2011, according to an annual survey conducted by Towers Watson, a global professional services company. The 14th annual survey on HR service delivery trends and practices also found that companies are planning to increase their spending on HR technology this year as they look for new ways to improve their efficiency and effectiveness. According to the Towers Watson survey, 41% of the 444 companies surveyed indicated talent/performance systems as one of their top three HR service delivery issues for 2011. Streamlining HR processes and systems was listed by 27% of the respondents, while 25% cited greater involvement in strategic business-driven issues as the other top three HR service delivery issues for this year. “As the economy continues to improve, the need for robust talent and performance management programs and enabling technologies has never been greater,” said Tom Keebler, global leader of Towers Watson’s HR Service Delivery and Technology practices. “Companies view talent and performance management technologies as a critical component of their workforce attraction and retention initiatives, and also as a way to enhance HR’s role in helping the business to meet its strategic goals.” Read more.

DDI Announces Development Program for Individual Contributors

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.


MOUNTAIN VIEW, Calif., March 15, 2010 – CPP, Inc., announced today that it has been selected by the American Society for Training & Development (ASTD), the world’s largest association dedicated to training and development, to participate in its newly launched Professional Partner program. Additionally, CPP announced that its new public Myers-Briggs Type Indicator (MBTI) and CPI 260 Certification Programs have been awarded approval for continuing education credits by the HR Certification Institute (HRCI),* International Coach Federation (ICF), and National Board for Certified Counselors (NBCC).** ASTD’s Professional Partner program is designed to encourage employee learning and development by connecting training professionals with the performance improvement-related products and services they need to accomplish their goals. CPP, which provides a full suite of products and services to help people and organizations be their best, will offer ASTD members solutions, guidance, and support ranging from team building, leadership development, and coaching to conflict management, career development, selection, and retention. “Understanding of individual preferences and styles is a key ingredient in the ongoing effort to re-skill a severely disrupted U.S. workforce,” said Jeff Hayes, President and CEO, CPP. “This partnership, as well as these qualifications, represent significant strides in CPP’s efforts to enable the U.S. workforce to continue adapting to changing conditions worldwide so that it remains competitive in a remade world economy.” Read more.

A Corporate Mentoring Program Won’t Do Much for a Company Unless It’s “Well-Leveraged”

(From PRWEB) — Management Mentors, a mentoring consulting firm that designs and implements world-class corporate mentoring programs, announced its latest thought paper “The Well-Leveraged Corporate Mentoring Program: Understanding How to Leverage Yours in Order to Attract, Develop, and Retain Top Talent.” The thought paper will serve as a resource for companies and organizations that have–or are considering–a formal mentoring program. People can download the white paper for free by visiting the http://www.management-mentors.com/benefits-online-mentoring-software Management Mentors corporate website. As for what inspired this topic? Rene Petrin, president of Management Mentors, says, “Most organizations have a decent understanding of corporate mentoring and its benefits. In fact, 70% of Fortune 500 companies have a formal mentoring program. But what we’ve noticed is that many of these companies don’t leverage their programs to get the biggest bang for their mentoring buck. This thought paper shows companies how to get the biggest ROI through practical steps using social media, the company’s website, and PR, just to name a few items.” In addition, the thought paper provides information on how to use a mentoring program to recruit new employees and develop mentoring behaviors in all employees, not just those in the program. The paper also talks about how to keep employees engaged once they’ve cycled through a mentoring program through things like speed mentoring and reverse mentoring. Read more.

2011 Global Assessment Trends Report Uncovers Dramatic Shift in Talent Management Priorities

(From PRNewswire) — SHLPreVisor, a global leader in talent management solutions now delivering more than 15 million assessments in over 150 countries and 30 languages, today released their third annual Global Assessments Trends Report (GATR), providing a comprehensive look at how organizations measure talent. Over 460 HR professionals from around the world were polled in an effort to shed light on talent measurement trends and their effects on organizations’ “People Intelligence” programs. “As the world economies continue along a path of recovery, employers are showing even more focus on the dual priority of retaining their top talent while also finding the best new hires among the ever-large global candidate pool,” said David Leigh, CEO of SHL. “Corporations have also realized that improving their People Intelligence will help them create a stronger workforce, which will ultimately drive better business results and boost the bottom line.” Read more.

Performance Management Redefined

The concept of performance management isn’t dead, but it’s definitely different. People and their expectations of work have changed. People want more than just a paycheck; they want the direction, feedback, and support they need to be their best. If you’re interested in redefining performance management from a top-down process to one that’s a shared responsibility at your organization, join us on this webcast to find out: – what you need to do first – how to design a program to suit your organization’s needs – key considerations for rolling out your program – how to know if the program is working. With corporate retention and engagement levels stagnating or dropping across North America, the time has never been better to redefine what “performance” and “management” mean for your organization.

LMS Success: Steps to Implement and Administer Your Learning Management System (SU309)

This popular session is a step-by-step guide to learning management systems (LMSs) for trainers and administrators. Technical knowledge is optional! Basic concepts and easy-to-use tips are presented to help you develop your LMS, e-learning courses, and corporate training program. Topics include LMS selection and implementation, administrative best practices, developing an online learning program, responding to technical issues, and getting the most return from your LMS investment.

Driving a Championship Healthcare Culture by Leveraging a Role-Based Operational Management Platform

Healthcare workers want to do their best, but working in a complex system without the right tools can lead to frustration and even bullying, affecting interpersonal dynamics. Workers need a talent management tool that will both facilitate collaboration and humanize the workplace. This webcast will describe how an efficient performance management and talent management program can combat workplace bullying and toxic work environments, leading to a championship culture. We will illustrate the direct relationship between communication and workplace culture and the barriers to achieving organizational excellence.After attending this webcast, participants will be able to: define workplace bullying articulate the impact bullying has on the patient, employee, and organization identify the manager’s role in influencing workplace culture review solutions to combat bullying and toxic work environments.

Management Onboarding

Despite dramatic evidence of the impending talent shortage, few organizations adequately protect the investments made when hiring new managers. The traditional orientation program, with its focus on policies, procedures, benefits, and other administrative issues, comes up woefully short when integrating employees into organizations.

Change Management Certificate

The change management certificate program establishes a comprehensive change model that can be immediately applied to your current situations through application exercises, case studies, and interactive program modules.

Time Management Training

This book offers a collection of complete workshops and tools for conducting effective two-day, one-day, and half-day time management workshop programs.

Pre-Requisites for Successful Change Management

This article highlights the factors which are common for both private sector as well as public sector for successful change management across the organization. Further, examples on the organizational success stories as well as failures are provided, for understanding the key processes involved in a change management programme.

Importance of Communication in Change Management

This article discusses the role which effective communication plays in the successful implementation of a change program. A description is provided on the essential pre-requisites involved in an effective communication and provides a set of recommendations about communication for successfully planning and executing change.

Four Steps to Supercharge Your Account Management Training

In most companies, account managers (AMs) are critical, sales-generating resources. Yet many companies—even those with large account management teams—skimp when it comes to account management training. This blog post will cover the four steps to creating an account management training program that will super charge your company’s account management team.

Epicor HCM – Human capital management solution for school

Epicor HCM – HR Management Software Today’s economy demands a more proactive, strategic role for the HR department. As competition for critical resources intensifies, managers, employees and candidates are demanding more from HR and human resource information systems (HRIS), moving beyond self-service to secure  direct access to relevant information and processes whether in the office or on the road. Epicor® Human Capital Management (HCM) provides these capabilities and more, helping you to manage your globally dispersed workforce, improve human resource processes, and enhance employee satisfaction for greater efficiency and cost savings across the enterprise. Comprehensive HR Management Software Epicor HCM automates your HR processes, enabling...

Saba Learning – Intelligent Learning Management

  Saba Learning – Intelligent Learning Management. To develop and implement a learning strategy that drives better business results, you need the right LMS. Built on a global cloud platform with intelligence and collaboration at its core, Saba’s learning software sets the standard for Learning Management Systems. Having simplified the user experience for learners, managers and administrators, companies of all sizes are using the Saba LMS to easily create and manage a variety of successful learning programs including compliance, onboarding, continuing education, sales enablement, channel and partner training, customer education, leadership development, skills development, and much more. With a Learning...

New York State Office of the State Comptroller Redefines Standard of Business Analysis Excellence

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.


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Lifehack Digest for January 28

Stop Procrastination NowUseful free e-book from FruitfulTime, who sell a task management program. The book is full of useful tips to help prevent you from

Increasing Office Efficiency – Best Skills

Increasing efficiency in the office is more than just making people work faster. It means employing the latest technology, establishing incentive programs, and finding ways to empower employees. Learn the creative management strategies that lead to more work and happier employees.

Smart Technology Helps Agencies Reduce Debt

Motivated by a troubling $107 billion in delinquencies one year, the Office of Management and Budget formed Partner4Solutions, an online portal to boost program payment accuracy. The Office of Management and Budget (OMB) is taking the lead in engaging federal and state agencies to partner with each other and non-governmental organizat…

Is Your Agency at High Risk?

A recent report from the IBM Center for the Business of Government, Managing Risk, Managing Results, discusses which federal programs face the highest risk for waste, fraud, and mismanagement, and how they can improve.

Human Capital The Most Critical Asset

Since the comptroller general placed the management of human capital on the U.S. Government Accountability Offices list of high-risk programs in 1999, a series of legislative and policy initiatives have tried to recast the way fed…

A Road Map for Improving Federal Human Capital Practices

In recent years,much has been written about the importance of effectively designing and deploying human capital management (HCM) programs in the private and public sectors.Any organization is only as good as its people, and it tak…

One to Watch: Danielle Buscher

The ATD Young Leaders One to Watch recognition program features rising stars who are passionate about the talent development profession. At West Community Credit Union, Danielle Buscher designs and delivers training for the entire credit union, manages the learning management system, works with subject matter experts, and evaluates training effectiveness.

Going Up

Since 2004, Schindler Elevator Corporation has been partnering with Penn State’s Management Development program to deliver two unique training programs for its field managers. The program is built on a foundation of action learning, high student-leader-instructor interaction, and peer support. Senior leaders…

50 Years of Evaluation

This year, we celebrate the 50th anniversary of the Kirkpatrick Four Levels. In the early 1950s, I was teaching supervisory development courses at the University of Wisconsin Management Institute. I decided to pursue a PhD and chose to write a practical dissertation on evaluating the programs that I was teaching….

What’s different about mobile learning?

As the doors open to a new era of mobile learning and performance support, it’s a good time to step back and think about the new mindset required when designing for mobile. Although a mobile pedagogy will continue to evolve, we already know quite a bit about how people use mobile devices and some of the advantages of mobile learning. Mobile is Supportive It doesn’t take much deep thought to realize that mobile devices are an ideal medium for supporting performance at work. When an employee runs into an unsolvable problem, requires information to complete a task or needs step-by-step advice, this type of need can often be filled through mobile performance support. Mobile is Collaborative Learning and support at work can be provided through one’s network of professional colleagues, both internal and external to the workplace. Using mobile devices, the geographically dispersed workforce can help each other solve problems and make decisions in real time when the desktop is isn’t convenient. And of course, mobile devices can also be used for voice communication. That’s an old-fashioned and highly collaborative approach. Mobile is Gestural The gestural user interface (UI) for interacting with a smartphone or tablet seems like another universe when compared to one-finger clicking on a mouse. The gestural UI removes the intermediary device (mouse, pen, etc.) so that users can directly manipulate objects on the screen. Objects are programmed to move and respond with the physics of the “real world.” This opens up a new world of design possibilities for creative imaginations. Mobile is Learner-centric Learner-centric experiences occur when a person seeks the answer to an internal question. At this moment of need, the individual is highly motivated to learn and remember. When this occurs, it circumvents the need for extrinsic motivational techniques. Instead, it demands more effective information design, to provide quick and searchable access to content. Mobile is Informal Although there are bound to be an increasing number of Learning Management Systems that track mobile learning events, the mobile medium seems better suited to informal learning. Because mobile devices are often ubiquitous as well as always connected, they are ideal for learning in a variety of ways to fit a particular time and place. Mobile is Contextual Unlike other types of learning, mobile learning on a smartphone or tablet can occur in context. Only 3D simulations come close to this. Mobile learning may be initiated in the context of a situation, such as a few minutes of instruction prior to a sales call or quickly looking up a technical term at a meeting. Mobile learning may be initiated in the context of a location, such as augmented reality to learn about a place while traveling or getting directions to the next technical service call. And if employees “check in” to a location-based site, they can find each other anywhere around the world. Mobile is User-Generated By taking advantage of smartphone and tablet hardware, users can generate content by taking photographs and recording video and audio. Through these multimedia capabilities, your workforce can send and receive information from the field. A healthcare worker in a rural area can send photos of a patient’s skin condition and ask for help with a diagnosis. An agricultural expert can create a photo album for farmers, showing conditions that indicate soil erosion. Rather than take notes, a trainer can voice record his or her thoughts on how to improve a workshop. Then use this recording back at the office. Mobile is Fun The most popular apps in iTunes are games. With mobile devices, games don’t need to be limited to the phone. They can take in the larger world and be situational. For example, at a call center technicians receive digital badges through a mobile app for every satisfied caller. Badges are cashed in for various rewards. Think about ways to improve performance through challenges, team competitions and gamification. Mobile is Sensitive and Connected Take advantage of the hardware features of mobile devices. They have sensors for detecting touch, motion and device orientation. There is hardware for connecting through your carrier’s network, and through WiFi and Bluetooth. Some mobile devices can be used for tethering, which involves connecting the phone to a laptop with a cable and using the carrier as a modem to connect to the Internet. Mobile devices are also beginning to use Near Field Communications (NFC), so that devices can transmit information by touching them or coming into close proximity. Conclusion How can we leverage all that’s unique about mobile devices and their use and at the same time, avoid the pitfalls? It will take time, thought and a high-level strategy to get it right. Your thoughts? Connie Malamed (@elearningcoach) publishes The eLearning Coach, a website with articles, resources, reviews and tips for learning professionals. She is the author of Visual Language for Designers and the Instructional Design Guru iPhone app.

What Makes Successful Salespeople

What do sales coaches need to know in order to help their salespeople succeed? More importantly, what does a complete, well-rounded, super-star sales professional do anyway? Surely, if you cornered one of these high-performing sales professionals at a social event and asked them what they actually did as a sales professional, there would be more to it than “I help people.” What exactly is it that salespeople DO anyway? I’m talking about what they actually do, not what their company does or what their value proposition is, but what THEY DO day in and day out as a sales professional? To be a complete sales professional, their daily activities should be in support of creating customer satisfaction and loyalty. What are these daily activities? I have analyzed the outputs and deliverables of thousands of sales professionals. I found that these tasks can be grouped into eight key areas. The idea is to help them become highly competent (i.e. superstar) sales professional through helping them: 1. Manage Themselves – highly competent salespeople keep their personal life in check. They stay healthy. They set goals, they make plans for your future. They keep their finances in order. They find stress-reducers. 2. Manage the Sales Cycle — The highly competent sales professionals seek out continuous comprehensive training and education to support their sales process. You should also be able to initiate, plan, and execute a sales process in order for your product or service to be assimilated into the buying organization. There are many systems out there to choose from. 3. Manage Opportunities – Highly competent sales professionals understand how to identify, manage, develop, and close the right sales opportunities. To do this, they’re experts at opportunity planning, territory management, opportunity development, and closing. 4. Manage Relationships- Highly competent salespeople become a trusted advisor to the buyer only happens when the sales professional is successful at building relationships, communicating, distributing information, and influencing others ethically through collaborative dialogue. Building relationships within your own organization is just as critical. Make sure that you take the time to forge relationships with your support teams, delivery teams, management or any other party that is involved in your sales process. 5. Manage Expectations – Highly competent salespeople continue their relationship after the sale. Providing top-notch service to buyers ensures repeat business and a solid sales reputation. 6. Manage Priorities – Highly competent salespeople understand the crucial elements of managing personal time to achieve ones goals and objectives. Great sales professionals understand that they must define the right tasks for the day or month, prioritize them, schedule them and execute. 7. Manage Technology – Highly competent sales professionals utilize technology in order to maximize personal and organizational effectiveness. 8. Manage Communications – highly competent sales professionals understand their choices in selecting, delivering, and leveraging communications strategies and mediums in order to effectively get their message across. There are many people that wonder why sales professionals are “harried,” have short attention spans, are always too busy, or seem a “little flustered”. Perhaps by identifying and understanding these eight areas, you have a new found appreciation and an understanding of why? So the question is, does you sales coaching program help salespeople become better in each area? How can you help them understand which area they are the strongest in? Or which area they are the weakest? A well designed sales coaching program provided by a reputable organization can help sales managers and sales coaches build action steps and coaching programs that help salespeople improve in each area every single day.

Washington Press Corps Veteran Ilyse Veron Takes Helm of The Public Manager

The Public Manager, a quarterly journal about empowering government and developing leaders, announces an editorial change in the Spring 2011 issue. Washington press corps veteran Ilyse Veron will take over as editor, according to the journal’s publisher Carrie Blustin, while longtime editor Warren Master will assume a new role as Editor-at-Large. “For eleven years Warren Master kept readers on the leading-edge with innovative public management articles,” said Blustin. “We look forward to his continued contributions as Editor-at-Large, anchoring interviews for the journal’s new podcast series, sharing insights in his blog, Agile Bureaucracy, and presenting at our events.” “This change brings new opportunities to provide more timely content and perspective,” Ms. Blustin continued. “Ilyse Veron brings years of award-winning experience covering media, technology, and public affairs, including actions of every federal department and agendas of multiple presidents. And, she’s done it for CQ and The NewsHour with Jim Lehrer, among others.” Master’s final spring issue centers on public managers’ preparations for climate change. Ms. Veron’s first issue, due out in June, will offer a forum on 21st century government – its technology, performance, and talent management. The summer issue of the journal will launch Ms. Veron’s new column, Editorial Perspective, and other features. Ms. Veron joined The Public Manager after years of producing events, programs, and reports with MacNeil-Lehrer Productions, and she has already begun blogging and podcasting along with Mr. Master on management issues at www.thepublicmanager.org. Ms. Veron’s career began at The Brookings Institution, followed by years at Congressional Quarterly. In the mid-90s, she served as principal researcher on The System, a book by David Broder and Haynes Johnson. From 1995-2002 she reported for the NewsHour on national and business news, earning an Emmy award for coverage of the Justice Department’s case against Microsoft and recognition from the UCLA Anderson School of Management. Since 2002 Ms. Veron has specialized in outreach and project management, working on citizen events and broadcasts such as PBS’ By the People and “Bernanke on the Record,” and she has developed content on various media platforms for nonpartisan nonprofits with a federal focus. Her freelance bylines have run on Scripps Howard Wire Service, Wired.com, Foxnews.com, and elsewhere, most recently in Education Week’s Digital Directions magazine. About The Public Manager The Public Manager is a unique, editorially independent quarterly journal about government leadership that works. Focused on empowering and developing leaders, it publishes ideas of experienced professionals about critical public management issues including budgeting and accountability, technology and innovation, and the people who make it happen. Additionally, with events and web postings, it fosters a community for current, former and future managers to share best practices and resources regarding federal challenges and professional development. The Public Manager allies with the Partnership for Public Service, GovLoop, Young Government Leaders, the Graduate School, the American Society for Public Administration, and others who serve career public servants. The Public Manager is published by The Bureaucrat, Inc., a nonprofit controlled affiliate of the American Society for Training & Development (ASTD). ASTD is the world’s largest association dedicated to the training and development field whose members work in thousands of public and private sector organizations. The Bureaucrat, Inc. maintains its own corporate officer and Board of Director structure to guide The Public Manager.