Total Quality Management (TQM) is a business approach that seeks to improve quality and performance which will meet or exceed customer expectations.
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Learn the 4 processes that go into making up project quality management. With these in place, you'll always hit the mark!
This article gives an overview of the SAP quality management component, commonly known as QM, which is an integral part of the logistics function.
Total Quality Management is an approach to quality in a business that seeks to improve quality and performance to meet or exceed customer expectations.
Total Quality Management can benefit every aspect of organizations: it’s not just for manufacturing. Learn the five management principles of TQM.
Learn how the Six Sigma quality approach and the DMAIC framework can improve your bottom line, and the roles of Six Sigma Black Belts and Green Belts.
Both Six Sigma and Total Quality Management (TQM) are quality management tools but there are certain differences between them. Lets discuss the differences between Six Sigma and TQM in detail.
The article discusses some of the basic functionalities of an HR module and quality management in an ERP System.
Total Quality Management stresses on continuous improvement of management processes as well as employees. Whereas, Job Analysis Process is conducted to determine what an employee is supposed to do and how to do those activities.
Quality is a very important parameter which differentiates an organization from its competitors. The article discusses about the need and importance of quality management for smooth functioning and growth of an organization.
Customers play a important role in total quality management. Without customers a business cant even exist. Lets understand the need and importance of customers in Total Quality Management (TQM).
There are many models of Total Quality Management, like – Deming Application Prize Model, Malcolm Baldrige Criteria for Performance Excellence, European Foundation for Quality Management, etc.
Total Quality management (TQM) is a continuous effort by the management and the employees of an organization to ensure long term customer loyalty and customer satisfaction. Lets discuss the concept of TQM in detail.
Quality plays a very important role in the success of an organization. Six Sigma is a business management strategy which aims at improving the quality of processes by removing the defects in the systems.
Quality Management tools helps organizations to collect and analyze data. The article looks at the various types of quality management tools in detail.
The success of Total Quality Management (TQM) depends on its elements. The article discusses in detail about the elements of Total Quality Management.
Managers play a very important role in total quality management. Lets understand the role of managers in TQM in detail.
This article is about the difference between Quality Management and Quality control. These two terms are often used interchangeably without understanding the difference between the ways in which they relate to the overall processes of the project management.
The page contains list of all the articles on – Total Quality Management.
Regardless of what business you’re in, vendors play a key role in the success of your business. Here are tips for vendor management best practices.
Ensure a successful outsourcing project by developing a quality assurance program by communicating with your vendor to define expectations.
The art of project management calls for an increased vigil on quality and related processes. The project manager is expected to be aware of the best practices that are used for the project.
Robust equality data collection is intrinsic to effective management – Marshall E-Learning
Engineering Project Management: Risk, Quality, Teams, and Procurement from Rice University. Many Project Managers focus only on the scope, schedule and budget. However, a successful project requires that you manage risk, control the quality of …
The project scope statement is a critical project planning document, detailing the customer requirements for features, cost, quality and time.
Companies require quality in part of every link in the supply chain, whether it is raw material at a vendor's facility or finished goods delivered to a customer. LIMS is vital to that success.
Quick Management Tips on Leadership Business Management Personal Development Marketing Quality and More to Make You More Effective
There are numerous quality standards and instruments available to measure training quality, including ISO 9000, ANSI/ASQC Z1.11, ISO 10015, or some form of the Total Quality Management system. The implementation of quality systems is bureaucratic in nature, time consuming, and involves a large amoun…
(From guardian.co.uk) — Up to 2,000 women in business and finance have gathered to call for more action to stop gender inequality in the City and across the British economy as a whole. The conference came as a new poll showed that 79% of London-based female professionals said men and women were treated differently in the workplace. “There is gender asbestos – it’s in the walls and it will take a bit of time and more work to get it out,” said Avivah Wittenberg-Cox, chief executive of 20-first, a Paris-based gender consultancy. Just over half of women questioned believe their firm is committed to ensuring gender equality, but only a third say management has made any improvements in addressing the issue over the past five years, according to a YouGov survey of 610 women commissioned by Deutsche Bank. Read more.
(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.
We all want to do high quality work, but some forms of perfectionism can harm your career. Find out how to overcome this damaging mindset.
Projects can "fail" for many reasons- not delivering to cost or quality, missing the deadline, or simply not meeting expectations. Find out how you can avoid these outcomes.
An organization generally avails the services of an HR Consulting Firm to provide with a cost-effective and quick, yet high quality, talent acquisition and management process.
ERP packages contain several modules and main characteristics of ERP system is that all its modules function in an integrated manner. The quality of data as inputted in master tables, is a major reason for success or otherwise of an ERP system
One of the best ways to exceed customers expectations is by providing them with the best quality products and services. The article discusses in detail about the Total Quality Management as a tool for achieving excellence.
Introduction to Operations Management from University of Pennsylvania. Learn to analyze and improve business processes in services or in manufacturing by learning how to increase productivity and deliver higher quality standards. Key concepts …
Sustainable Agricultural Land Management from University of Florida. This course will cover the agricultural and urban water quality issues in Florida, their bases, land and nutrient management strategies, and the science and policy behind the …
The ISO 9000 standards address standards for quality management that can be used by any business. Learn about the benefits of certification.
In recent decades, major change initiatives such as Total Quality Management (TQM) and employee engagement have taken hold in organizations – and for good reason. They’ve reduced costs and fueled growth. As a result, early adopters have gained a competitive edge. This leads us to question where the next seismic shift w…
Another blog post from Wei Wang, international relations manager: At the April Member Workshops, we acknowledged the participation of four ASTD Employee Learning Week (ELW) participants from China-Baosteel Group Corporation, IBM China Global Delivery, Siemens Ltd., China, and Motorola University Asia Pacific. Here’s a short description of what these companies did for ELW 2008: Siemens Management Institute sponsored a PM Alumni Day of 2008 to allow Siemens’ project managers to share experiences and network with the senior management in China and program representatives from Germany. Best practices and live project sharing from both internal Siemens groups and external project management practitioners were highlighted. Baosteel Group posted impressive training statistics: 215 programs and 881 hours of training were provided. Almost 24,000 Baosteel employees were involved in formal training during ELW, including C-Level leaders. Motorola University celebrated 15 years of teaching best practices in quality management and business development in China with a ceremony and celebration for 300 guests, held last November. The anniversary celebration included recognizing many partners and instructors who have contributed to MU’s success, as well as presentations on various topics. The learning champions shared their best practices in training and development, which were greatly appreciated by the workshop attendees. They also received the Champion of Learning Certificate from ASTD. To learn more about the best practices from the learning champions, please visit http://www.employeelearningweek.org/. Want to become a learning champion as well? It’s never too early to start to plan! ASTD Employee Learning Week (ELW) will take place December 7-11, 2009.
Quality management is a term that most of us know. Find out where the idea originated and learn the key points of Deming’s 14-Point Philosophy.
The fishbone diagram, which also goes by a couple of other names like the Cause and effect diagram and the Ishikawa diagram is one of the seven basic tools of quality management. Lets discuss how exactly does the fishbone diagram helps in brainstorming.
This article discusses the Six Sigma Plus model of quality management (“the how and what” of the model) along with illustrating the differences between this model and the traditional quality frameworks of TQM (Total Quality Management). There is also a separate section on analyzing the differences between Six Sigma Plus and its predecessor in quality excellence, Six Sigma. The focus throughout the article would be on finding the “Plus” factor that lends the chosen framework the advantage over the traditional frameworks of Six Sigma Plus and TQM.
A Pareto chart is one of the 7 basic tools of quality control. It is important for every student of quality management to know how to prepare and how to read this chart. The procedure for the same has been listed in this article.
As the world has moves towards globalization, organisations have had to keep pace with the external environment. Total Quality Management concept has been the most popular tool to build bridge between internal customers as well as external customers.
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Want the bottom line when it comes to employee retention? The quality of the management is critical to retention. So is the relationship with the manager.
Total quality initiatives in the early 1990s, Vice President Gore’s National Partnership for Reinventing Government, and President G.W. Bush’s President’s Management Agenda each attempted to incorporate private-sector management best practices into federal operations. Now President Obama and Congress see a bloated federal bureaucracy requiring restructuring. Another round of reform initiatives will be no more successful in the critical area of labor cost control than past efforts until government leaders recognize that federal managers operate in a fundamentally different decision-making environment than their private-sector counterparts.
Talent management and HR professionals are not only finding it difficult to identify quality talent, but also to implement an effective long-term talent sourcing strategy.
Hi, and welcome to the ASTD Press books blog! I am sure you want to know a bit more about this blog, so I got some time to sit down and interview myself and try to answer some of your questions. TE: Hi, thanks for taking the time to give me this interview. Why a blog about ASTD Press books? TE: You’re welcome. I think of this blog as an opportunity to connect the ASTD Press audience a little more closely and personally with what we do at the Press. I’d to talk about what we are doing, the books and Infolines that we are working on and have published, what’s going on with some of our authors, and perhaps a little something about what’s going on in publishing in general. I’d also like to get the chance to hear a bit more from the ASTD books audience. What kinds of books would they like to see? What do they think about some of the books that we have published and why? Also, what are their opinions about certain controversial and/or high-profile topics in the field of workplace learning and performance? For instance, expect a post in the near future that talks about the differences between ASTD’s definition of talent management and Larry Israelite’s definition. (ASTD Press will be publishing Larry’s book on the topic in January 2010.) TE: What is ASTD Press? TE: ASTD Press is the American Society for Training & Development’s publishing department, and we publish 18-24 books and 12 Infolines per year. We are a team of nine great people who find interesting and talented authors and topics; work with these authors to hone their books and Infolines; manage publishing projects, which involves editing, proofreading, working with designers on text and cover designs, and working with printers; and disseminate books through a wide variety of channels. (There’s more to it, but I could probably go on all day.) Our work ranges from the big-picture scale of book ideas and content that will be meaningful and valuable to our audience to the itty-bitty details of widows, orphans, and misplaced commas that mean the difference between quality we can be proud of and, well, something not so high in quality. TE: Who am I? TE: My name is Tora Estep. I am a senior associate editor with ASTD Press, and I have been with ASTD for almost seven years. I’ve worked as the editor of Infoline, written some (I think) funny articles for T+D, and managed book projects. My proudest accomplishment at ASTD was working as project manager with Elaine Biech on The ASTD Handbook for Workplace Learning Professionals, to which I also contributed two chapters. The quality of this book is phenomenal, from the content to the package. In working on this book, I probably read the whole thing at least three times (it’s 928 pages so that took a chunk out of my day) and was amazed again and again at the incisiveness of the content and the consistency of the themes that emerged from so many disparate writers. That’s a real tribute to Elaine as well as the 60 authors who contributed to the book.
Top the 7 myths about the sales profession Selling is the most complicated profession in the world. Many people believe they know what the profession entails…many myths have continued throughout time due to these misperceptions, despite the sales and marketing statistics that show otherwise. Here are some of my favorite myths about selling. Myth 1: Marketing and Selling are the Same Thing! One of my professors I had while taking my Master’s Degree once told me that you can only do one of three things in business: make it, sell it, or count it. The problem is the definition of “selling it” comprises two divergent but inextricably entwined functions — sales and marketing. The more appropriate elements (especially in today’s world) should be, in business you can only: make it, grow it, or count it. I say grow it, for two reasons. One reason is the marketing department and the other reason is the sales department. The problem with the two professions is each of believe that their occupation is the dominant half of the pair. Marketers generally think of salespeople as golf-playing monkeys or pushy placement professionals whose sole purpose is to repeat the same sales pitch (that they have developed) over-and-over again to new prospects. Salespeople generally think of marketers as lazy liberal arts graduates who use the words “focus groups” and “corporate brand” to describe activities that is nothing but “a colossal waste of money.” Ultimately each function needs the other if the company is to GROW. To that end, sales and marketing are separate but equal professions from a business perspective. What’s less obvious is how we should all work together. Marketers believe that marketing should play the dominant role. After all, marketing defines the product, articulates the positioning, and creates all the sales tools (ranging from glowing CEO profiles in “Fortune” magazine to the ubiquitous corporate logo wear that serves as the de facto currency of the modern professional). All salespeople have to do is to follow orders, right? Salespeople believe that selling should play the dominant role. After all, selling is where the rubber meets the road, where the tough get going, where everyone gives 110 percent, and where slogans reign supreme. Salespeople bring home the bacon. All marketers do is provide brochures and take all the credit. The truth is more complicated but more rewarding. Suffice it to say, let’s just say that selling and marketing are NOT the same thing. What both departments SHOULD agree on is the need to stay focused on what the client’s and customers want, in an effort to provide them value. Can’t we just stay focused on that? That’s another book too. Myth 2: Selling is about Winning Over Your Customer! Selling isn’t about winning over anyone. It’s about helping your customer win. If you think of making a sale as “winning”, that means someone has to lose. If you are winning and your customer’s are losing, you’ll be selling a very, very short amount of time. It’s about both you and your customer winning. Enough said. I just wish that prospects and buyers thought that all the time too! Myth 3: Selling isn’t a Real Profession! If you’re embarrassed about being in selling, this is the myth you’re subscribing to. You have to be proud of being in selling in order to be successful. One way to do this is to realize the important people you’ll be working with on a daily basis. When sales professionals sell, they are often sitting across the table from the following formalized professions: Chief Financial Officer (formalized by the American Finance Association) Legal Counsel (formalized American Bar Association) Project Manager (formalized by the Project Management Institute) Marketing Professional (formalized by the American Marketing Association) Information Technology Professional (formalized by numerous associations and organizations) Procurement Professional (formalized by the Institute of Supply Management and the National Association of Purchasing Management) The question is, what exactly is a “formal” profession? Myth 4: Selling isn’t That Hard! Anyone Can Do It! Selling is a hard profession to master. It’s one of the most complicated professions in the world. Where else do you have to understand organizations and individuals with such depth and clarity? Where else do you have to build rapport with so many different types of people, in so many different locations, buildings, or business types? On top of this complexity is the reality that Selling is one of the few real pay-for-performance professions, with over of the compensation “at risk” or based on commission. A lot of sales professionals feel stress in their jobs. In the engineering profession, stress results from the application of a constant force to an immovable object. In selling, the force is your “quota” and the immovable object is your customer’s expectations. If you guess, you stress. It’s that simple. Selling is about taking the guess work out of what the future will hold. True, it isn’t as much as it sounds for real sales professionals. The key is to learn about the truth of the sales profession and banish the myths. When you accomplish this, you will find selling concepts that make sense that can immediately put into practice. Above all else, you will persevere when so many others will quit, and that’s what will make the difference to your company’s bottom line. Myth 5: Selling is a “Numbers Game”! Undoubtedly, you will hear this one within your first week of selling: “Selling is a numbers game.” Make the calls, make the presentations, and work your way through enough people, and eventually you will make a sale. You’ll hear it within three hours of being on your first job in Sales. Someone will say “it’s a number game” I guarantee it. It goes something like this. The more phone calls you make, the more sales you will make. “So, make 100 phone calls” someone will say. “Of those 100, send 10 proposals. And of those 10, you will close 2. The more numbers you have the more you will sell. Now, there’s your phone. Good luck!” Remember this always! Quality supersedes quantity. Your goal in selling must be to find prospects that have a propensity and a motive to buy your product or services. If they don’t want to buy or need to buy your product or service, then I don’t care about the numbers! I would rather make two phone calls and close two sales than make 100 like our example above, wouldn’t you? If someone is tracking your progress, how do they know you are calling the right people, with a want and a need? I know of a large insurance sales organization, which provided sales reps with contact lists for life insurance and investments. The only problem was most prospects lived in a low income area and were highly unlikely to buy any life insurance because they didn’t need, or want it. I don’t care if you call 1,000 people that don’t fit the profile. You’re still wasting your time. Quality over quantity. Rather than buying into the myth that selling is a numbers game, think of a game of darts. By aiming your effort (the dart) at a clearly defined target (your pre-qualified prospect on the dart board) your chances for hitting the mark (a sale) are greatly enhanced. Contrast that mindset with a pure numbers game, where you stand outside and try to get hit by lighting or crossing your fingers multiple times with the hope of attaining good luck. Myth 6: You Must Like Rejection! Many sales courses, sales books, and sales training will tell you to keep a very stiff upper lip when you get “rejected.” A rejection can occur when you are rebuffed on the phone, not granted an appointment, or simply told “no.” These courses will also tell you not to let a “no” get you down. The problem with this approach is the fact that once you accept the simple proposition that you have been rejected in the first place, you have given up the psychological high ground and put your self-esteem into retreat! Simply put, your sales team needs to reject the notion of rejection. Once salespeople understand that all they are doing is helping people, every outcome should be the same. If prospects don’t want your help or choose not to deal with your company for whatever reason, it is not your salesperson’s problem. He or she simply has to locate another prospect that needs your company’s products or services. Regardless of the response prospects give, the salesperson is still the same person with the same amount of product knowledge, experience, and competence. When you teach your team to stop actually linking their activity to a prospect’s response (no matter how subtly), selling ceases to be hard work and instead becomes a game. In general, the healthiest mindset for you to teach is: “You, Mr./Ms. Prospect, have made a decision to move forward without my services. I’ll be here when you come to your senses and change your mind. It’s not my responsibility to straighten you or your company out.” Myth 7: Selling is a Dead End Job! Did you know that 85 percent of the company leaders and entrepreneurs in America today were once salespeople? They carried sample cases, made cold calls, dialed for dollars, did product demonstrations and handled objections. Today, they’re the majority of corporate presidents, CEOs and the like. Selling is a dead-end job all right–especially when you consider that the end may be at the very top of an organization!
(From Human Resource Executive Online) — Much is currently being made in the media of the “war for talent”, particularly in technical fields. Everyone from high-tech start-ups to industrial giants is supposedly suffering from a dire shortage of technical talent and is going to extremes to lure talented candidates. However, evidence on the ground of this supposed “war” is scant. If your organization is feeling a talent shortage, that may reveal more about your organization than about the current labor market for skills. I recently visited a small market-research firm. It was located in a run-down building in a grimy industrial park. Most of the space was devoted to dozens of telemarketers talking simultaneously on the phone. When I asked the firm’s manager about her technical talent needs, she casually mentioned that she had on hand a full team of statisticians, all with Ph.D.s. We hear so much about the “war for talent” across the media, from NPR and The New York Times to The Economist. Yet, how is it that glamorous Silicon Valley start-ups on the cutting edge of data mining claim they can’t find the technical talent they need, while the manager of a local market-research firm has secured an entire team of Ph.D.-level statisticians? Perhaps her statisticians are of inferior quality? There is a perennial debate as to whether sustainable business success comes from extraordinary talent, or from more mundane factors such as cooperation, teamwork, motivation, and good team management. Mark Zuckerberg, founder and CEO of Facebook, said, “Someone who is exceptional in their role is not just a little better than someone who is pretty good. They are 100 times better.” Marc Andreessen, co-founder of Netscape and now a well-known venture capitalist in Silicon Valley, expressed a similar notion: “Five great programmers can completely outperform 1,000 mediocre programmers.” Meanwhile, Bill Taylor, co-founder of Fast Company magazine, argued in the Harvard Business Review, “There is more to long-term performance than the excellence of your individual players. … Winning teams are more than just a collection of talented individuals.” Your organization’s approach to talent acquisition is influenced by this debate. What side do you favor? Read more.
It’s taken a bit longer to get to this post, but maybe I was waiting to read Jim Ware’s post on The Dark Side of Collaborative Technology. There is a very dark side to web 2.0 that will send a chill up your spine if you think about it too long. Jim only talks about Stephen Colbert’s punk on Wikipedia in which he suggested that his audience go change the entry for elephants to show that elephants aren’t headed for extinction. The fact of the matter is that there are negative forces on the web looking to take advantage of the moment of novelty when consumers are in awe of the technology. Black mobs from Moscow, rioting youth in France and al Queda all are using the web for their purposes as well. Now that I’ve depressed the heck out of everyone, let’s talk about the antidote and the reality that Jim was focused on in his post as were the panelists at the Future of Media conference – TRUST. First Jim’s key point in his post: His point is a good one. There might be too much trust placed too quickly in applications and people we hardly know. In the flatting world not only is there more and more information coming at us, but there are more and more people coming into our lives on a daily basis. Andy Halliday, CEO of Ourstory.com, pointed out that we take our first step in building trust by listening to or reading other people’s stories and sharing ours. As he pointed out, it’s not a new invention to seek kindred spirits through storytelling. We just now have more ways to share our stories. The challenge becomes how do we sort through the cacaphony to find those whom we can come to trust. Verna Allee, one of the world’s leading authorities on knowledge management and communities of practice, pointed out in a side conversation (I happened to sit next to here) that there is a clear preference to believe content that carries a real person’s name on it over content that carries an institution’s name. Content which has no specific authorship (anonymous entries in a best practices database for example) are dismissed my most people without any evidence of their veracity or lack thereof. So finding ways to know we can trust someone is key. Chris Anderson, Editor of Wired Magazine, shared his belief that you can build that trust through reputation, quality of expression, and experience. Authenticity it was agreed by the panelists is all there is in the future. The blogosphere has opened the world to authentic discourse. Uprooting entire industries in the process. Ironically, it was pointed out that Stephen Colbert and Dave Stewart are considered the most reliable news sources on TV today. Ray Kotcher, CEO of Ketchem PR, agreed saying “there is no use in running. Your story is going to come out. Your good stories and our bad stories will all be known.” Knowing who you are, what you can do and telling it honestly is all there is. If you have a competitive advantage, you don’t have time to look at the competition. Craig Newmark, Founder of Craig’s List, got a roar of laughter when he shared, very quietly, “In reality we have competition, but in practice we ignore it.” John Hagel pointed to a concept he and John Seeley Brown develop in The Only Sustainable Edge that one of the three key sectors of the future economy will be centered around customer relationships. Ray Kotcher agreed asking the question “is media a collection of micro chunks of content or is it first and foremost about relationships.” Hagel feels that the true economic unit of the future is going to be attention. The ability to get customers focused on what you can deliver to them to meet their needs is key to business success, he feels. The ability to keep yourself or your organization focused on what you want and need will be real determiner of success in the future. While it’s very true that new technologies are totally disrupting the global society, creating radical changes across the globe, and yes, creating an environment in which click fraud, disinformation campaigns, and identity theft may run rampant for a time. The ability to connect with like minds using the new technology but some very traditional, even ancient human skills of storytelling, authentic presense, and focusing our attention is incredibly exciting.
(Provo, Utah, PRWEB, Feb 12, 2009) Despite overwhelmingly grim economic news, Americans believe 2009 will be a year of economic improvement and increased quality of life, according to a new survey. Qualtrics Labs Inc., a pioneer in enterprise feedback management and survey software, found only 17 percent of respondents said they were happy or somewhat happy with America’s overall quality of life in December 2008 compared with 38 percent in November 2007. This dramatic shift likely reflects the economic recession. President Obama’s message of hope may have resonated with the 34 percent of Americans who believe their overall quality of life will improve in the next year, compared with 17 percent in February 2008. “Research shows Americans are surprisingly optimistic about their future quality of life despite saying they are very unhappy about their current state,” said Ryan Smith, director of Qualtrics. “These two statistics may reflect the resiliency of America–as things get worse, we become increasingly optimistic for a brighter future.” Job losses and reduced spending haven’t dampened America’s hope; 35 percent of Americans believe the economy will improve within the next year. This is remarkably optimistic considering the negative news that is constantly released about the economy. Qualtrics conducts a survey on America’s worries and compiles an index quarterly. The latest survey had 526 respondents on December 12, 2008. The entire report can be found here.
The Great Snake Oil Post Here’s one of the most popular posts ever posted on LCB. Reposted with the Blogger’s permission. My hat’s off to the Author Sam Adkins. Two years later and it’s still a wake-up call… We are the Problem: We are selling Snake Oil I read these long tortuous posts bewailing the malaise of our educational systems. The problem is not “out there”. We are the problem. We are selling snake oil. We now have ample data to show that: Training does not work. eLearning does not work. Blending Learning does not work. Knowledge Management does not work. Yet we collectively reify our denial and project the root of the problem out to an external institutional framework. We are the source of the problem because we are selling snake oil. It doesn’t work but there is still plenty of money in it. Caveat: My data relates solely to the corporate market. In the corporate world performance is rated on whether you save or make money (or both) for the company. Your value as “intellectual capital” rests exclusively on that. Training does not work. The data is mounting that very little of training makes it back to the workplace. The noise inherent in the knowledge transfer to learning transfer process obliterates up to 80-90% of any usefulness of the training on the job. Less than 30 percent of what people learn is actually transferred to the job in a way that enhances performance. (Robinson and Robinson) “85-90% of a person’s job knowledge is learned on the job and only 10-15% is learned in formal training events”. (Raybould) We have known for 20 years that classroom training only produces very high results for only 2% of the students (Bloom). The famous 2 Sigma variance accomplished with Intelligent Tutoring systems confirms that only individualized mentoring produces effective knowledge transfer. Only in the government has this data been openly communicated. “About 20 years ago, research by Prof. Benjamin Bloom and others demonstrated that students who receive one-on-one instruction perform two standard deviations better than students in traditional classrooms. (Stottler Henke Associates, Intelligent Tutoring Systems: Using AI to Improve Training Performance and ROI, 2003). We spend about $65 billion every year in the US for training that has a dismal knowledge transfer ratio (2%), a dismal learning transfer rate (20-30%) and only accounts for 10% of the way we acquire knowledge. What’s wrong with this picture? eLearning does not work. We have been in denial about this for about two years. The drop-out, no-show rate is peaking at 70-80% and we continue to ignore this. Users hate it because it is a learning product that is fundamentally incompatible with the workplace. “Just-in-time” really means “do-it-in-your-own-time”. Work always trumps any other activity. First-generation elearning is snake oil. Snake oil vending machines (LMS and LCMS) work perfectly. The snake oil cures nothing, the snake oil vending machines work flawlessly. There are now (at least) six learning form factors that co-exist in the corporate market: Text is experiencing a resurgence due to XML and fusing it directly into workflow (see Safari, Outsell and Books24x7 ROI studies). Even when elearning courses are accessed, they are being used as reference. Elliott calls this “successful non-completion”. eBooks are selling like hotcakes in what DCLabs calls “stealth mode”. In the first half of 2002, eBook sales revenues were up by 30% and unit sales up by 40% over the same period in 2002. This compares to an annual growth rate of just about 5% in traditional print publishing. (Open eBook Forum, OeBF). Contextual Collaboration is hot. Cisco buys Latitude. Microsoft buys Placeware (now called Office Live Meeting). Macromedia buys Presedia (Now called Breeze). Why would any worker voluntarily suffer through an elearning course when they can get access to an expert via IM, chat, web-conferencing, expertise mining or presence awareness? Prior to Microsoft’s acquisition, Placeware indicated that 70% of their customers used the technology for training. The data shows that about 40-50% of knowledge needed by workers to perform tasks resides in another human’s head. (Lotus & Delphi Group). Simulation is hot. The high-end industry is booming. The value of the VizSim/VR industry in 2002 was $36.2 billion; over 308,000 VizSim/VR systems were sold in 2002; the most valuable applications in terms of industry revenue are: Energy exploration and productions, Psychotherapy research, Other Medical Research, and Computer Science research (CyberEdge). Simulation tools are now “sexy” compared to courseware authoring tools. Macromedia buys eHelp. Microsoft is working on Sparkle, a Flash killer. SVG is primitive but maturing fast as an XML-native simulation technology. XStream now sells an SVG authoring tool. Visio 2003 supports XML and SVG. Gartner says by 2006 over 70% of elearning will include some type of simulation. So why would we call it elearning then? At what point when you dilute a substance does it cease to become that substance? Simulation is still the only viable way to deal with the affective learning domain. SimuLearn’s Virtual Leader is in a class by itself. Simulation is also the only ethical way to provide experience in hazardous activities (flight training, truck driving, nuclear waste, mining, lumber mills, etc). Wireless is very hot. Even the academic markets are adopting this very fast. The world is changing fast. Our minds are not. Sales Force automation, augmented reality, field-force workflow are selling extremely well. Burst learning is embedded into the real-time workflow. Microvision sells 4,500 Nomad systems to Honda. Mechanics complete tasks on average 50% faster using the hands-free augmented reality systems. Paper-based medical systems generate an average of 40% error rates (39% at prescription, 12% at transcription and 11% at dispensing). Handheld support technology virtually eradicates this error rate. Workflow Learning is brand new and flying off the shelves. Knowledge Products grew by 70% last year and went from $15 million to $25 million in revenues (during a recession and IT spending slowdown). PeopleSoft’s OEM deal with Knowledge Products just took Workflow Learning mainstream to 11,000 PeopleSoft customers. RWD, Epiance, Ultimus, Lombardi all experiencing 40-70% revenue growth. These products across the board are being used to eliminate training altogether. They generate cost savings, productivity increases, and lower cost of ownership by an average of 50%. Microsoft’s InfoPath 2003 now brings bottom-up workflow authoring to 400 million Office users. Hmmm. Must be a fad, huh? Why would customers want learning products that save money, save time, eliminate training, and increase quality and productivity? Courseware is experiencing negative growth and is under siege from low customer demand and the outsourcing trend (See Paul Harris’s stuff in ASTD, IDC, Gartner). Yet we blame it on the economy. Like it will come back next year, huh? The big training outsourcers are winning larger and larger contracts. They take centralized training departments and immediately wean companies off of low-yield, low-margin, high-cost form factors such as classroom or courseware-based elearning. No emotional attachment to legacy training formats, just effectiveness and profitability (Smelling salts to those in denial). Blended Learning does not work. How could it? If snake oil does not work, how could bottling it in a variety of different containers increase its effectiveness? Look at the messaging of any vendor using the term “Blended Learning”. It is a thinly veiled effort to sidestep any complaint over a specific form factor. Customer complains about one and the conversations shifts to another. Clever. Knowledge Management does not work. File management systems work. Content management systems work. Knowledge is not housed in hardware or software. It is a product of wetware. The industry is still hot in Europe but imploding in the US. Vendors are rapidly migrating their products to expertise management, social networking, advanced data visualization and enterprise content management. All of the new second-generation products are very sophisticated (Autonomy, Tacit, AskMe, Insight Experience, Inxight, et al). KM and elearning will never merge. It is too late and doomed to failure. KM is now anathema to customers and elearning is being replaced by collaboration, simulation and real-time workflow products. Merging two mythical creatures just gets you a hybrid mythical creature (shades of Chimera). One final caveat. The vending machines (LMS & LCMS) can easily replace conventional snake oil inventory with these new forms of products. It would be a mistake to equate the failure of training and elearning with a forecasted demise of the learning technology industry. At the June 2003 eLearning forum with all the major LMS vendors, none of them would touch the drop-out problem. “Not our problem” was coming across loud and clear. (Actually, one vendor said to me, “content, what do we care about content?”) Reblogged with permission from original posting by Sam Adkins
BALTIMORE, February 22, 2010 – RWD Technologies, LLC (RWD), a global company that develops and implements human and organizational performance solutions, today announced integration between RWD uPerform and HP Quality Center. As a new Silver Partner within the HP Enterprise Management Alliance Program, RWD now enables organizations to combine the content generation and management capabilities of RWD uPerform with the quality assurance and software testing capabilities of HP Quality Center. A typical application lifecycle follows a development and implementation process composed of several phases, multiple teams, many documentation outputs, and a plethora of content systems. This current way of doing business often translates to significant and redundant effort to create and manage project documentation. By introducing RWD uPerform early in the application lifecycle, organizations can save time and money via one-time capture of steps in the target application to produce both learning and testing output. One of these outputs, a test script, can be uploaded to HP Quality Center for use by test teams during current and future application rollouts. Read more.
HOUSTON–(BUSINESS WIRE)–With nearly 60 percent of companies becoming more dependent on their contingent labor programs over the next two years, The Contingent Labor Management 2010 Report, published by the Aberdeen Group, found that companies will have a greater number of Statement-of-Work (SOW), Independent Contractors (IC) and services-based work employees. The report, sponsored by Guidant Group Inc., a managed services and talent acquisition consulting company, takes an in-depth look at how companies can better manage their ever-expanding contingent workforce, including ICs and SOWs. It suggests companies can manage their contingent workforce by exhibiting spending control and securing a quality contingent workforce as they focus on: Read more.
(From PRWEB) — Human resources and talent management executives give mixed grades for the quality of their own organizations’ leadership pipelines, according to a survey by Right Management. Right Management is the talent and career management expert within ManpowerGroup, the world leader in innovative workforce solutions. Right Management surveyed the 1,262 executives via an online poll and found that there are gaps in the leadership cadres at most companies in North America. In fact, only 6% of organizations were reported to have future leaders identified for all critical roles. Do you have future leaders identified for critical roles in your organization? Yes, for all critical roles 6% Yes, for most but not all critical roles17% Yes, for some critical roles55% No, not for any critical roles22% Read more.
First, on Monday, WebEx buys intranets.com for $45M in cash then today SumTotal buys Pathlore for $29M in cash and $19M in stock. And then I hear that back on July 27 Premiere Global Services announced that it was buying Netspoke for $23.2M in cash details. So a virtual meeting company buys a collaboration company. A LMS company buys another LMS company. And a communication services company buys a collaboration company. Looks like the convergence that Elliott Masie has been talking about taking place is finally happening. Anyone familiar with my posts and company knows that I am a big believer in the power of collaboration (and ideally done to such a level of integration that it results in mentoring not just with ‘experts’ but also with your peers) so it is heartening to see that finally we are moving past ‘simplistic’ collaboration (i.e. like stand-alone web meetings) in learning with WebEx+intranets.com and PGS+Netspoke while the fragmented LMS sub-industry is getting so much needed consolidation with SumTotal+Pathlore (and remember that SumTotal is the March 2004 merger of Docent and Click2learn). All of this comes of the heels of SkillSoft releasing SkillSoft Dialogue, their version of a virtual classroom and NETg buying KnowledgeNet last year for their virtual classroom technology/LMS resulting in their Knowledge Now suite. Are we finally getting to the point where educational content is merging with collaboration technologies which is merging with learner management infrastructure? Collaboration is important as it allows learning to become a continuous process and acts as a quality feedback loop while helping to generate new content out of the resulting interactions, all of which sits on top of the learning management system. It has been long neglected in the eLearning industry due to it’s complexity (trust me I founded scholars.com and struggled with the scalability of it’s mentoring model long after SmartForce bought it) for it has been far easier to manage content objects than collaboration objects. I always said while at SkillSoft/SmartForce/CBT Systems that the value of SkillSoft is not the 5000+ hours of training but the fact that you could potentially tap into the collective knowledge of their 3 million users. Of course the Internet bubble burst and they went back to the tried-and-true model of producing generic content. Anyway … sorry for the rant but I have been concerned about the health of the eLearning industry over the last 2 years and I am glad to see this much needed consolidation taking place. Hopefully it will result in some truly innovative stuff versus people scrambling to get into liferafts. Think social networking analysis, workflow learning, collective intelligence, presence awareness, expert locating, communities of knowledge (made up of smaller communities of practice) … Or as BusinessWeek recently put it – The Power of Us. If you haven’t read their cover story on how mass collaboration is shaking up business you should as they talk about how large scale collaboration has changed the delivery of services like auctions (eBay) and product like books (amazon.com) which makes you think about how mass collaboration could change the sharing of knowledge which until recently has been done on a small scale, typically geographically driven, basis or through static content. PS – for those that care it is interesting to note that the 2 collaboration acquisitions were basically done at 2x trailing 2004 revenues (Netspoke) and 3x projected 2005 revenue (intranets.com) while the LMS acquisition was done at 2x trailing 2004 revenues (Pathlore). These multiples are indicative that there is a resurgence of interest and hence increased value.
LONDON and RESTON, VA (July 20, 2010) Learning Tree International (NASDAQ NGM: LTRE), a leading global training provider, announced that they have been awarded a contract by NATO CIS Services Agency (NCSA) for delivering Project Management, ITIL Certification, Technical, Management and Business Skills training to NATO staff throughout Europe. NATO selected Learning Tree International after a six month review process, evaluating providers on consistency, quality and cost effectiveness. Under the contract, Learning Tree International will provide commercial training services to an estimated one thousand delegates a year across NATO and NCSA bases in Europe. The training will be delivered through a mixture of on-site courses run at NATO and NCSA sites, local open enrolment courses and through Learning Tree International’s fully engaged, live online instructor-led training solution – Learning Tree AnyWare. Utilising AnyWare, NATO employees will connect to an actual classroom where they’ll participate online in a live, instructor-led training course being held at a NATO or Learning Tree International facility. AnyWare delegates join from wherever they are stationed, saving the time and expense of travel, and receiving the same training, with the same benefits as their in-class counterparts. AnyWare allows NATO staff from disparate bases and sectors to attend the same training course and fully interact with the instructor, their NATO colleagues and complete all of the course’s hands-on exercises. Richard Chappell, Managing Director, Learning Tree International UK, said, “We have been working with NATO for more than 10 years, giving us an unparalleled understanding of their environment and an appreciation of their need for flexible, timely and robust solutions. Learning Tree International is uniquely equipped to meet NATO’s training requirements thanks to our wealth of experience in delivering onsite training throughout Europe, our ability to host a European open enrolment schedule, and through the use of our live online instructor-led offering – Learning Tree AnyWare.” About Learning Tree International Learning Tree International is a leading global provider of highly effective, hands-on training to managers and information technology professionals. Since 1974, over 65,000 organizations have relied on Learning Tree to enhance the professional skills of more than 2 million employees. Learning Tree develops, markets and delivers a broad, proprietary library of instructor-led courses focused on people and project management, leadership and business skills, Web development, operating systems, databases, networking, IT security, and software development. Courses are presented at Learning Tree Education Centers, located globally, on site at client facilities, and are available via Learning Tree AnyWare, the Company’s proprietary live, online instructor-led training delivery option, which connects online participants to the actual classroom. For more information about our products and services, call 1-888-THE-TREE (1-888-843-8733), visit www.learningtree.com, follow @LearningTree on Twitter or visit Learning Tree International’s Facebook fan page.
(From PRNewswire) — Korn/Ferry International, a premier global provider of talent management solutions, has won the HR Consulting Firm of the Year award in the category of Talent Management at the recent China Staff Awards 2010. Organized by CCH, a Wolters Kluwer business, the China Staff Awards, established in 1998, recognizes individuals and companies whose dedication to the HR profession is acknowledged by their peers. “We are thrilled to win the award for HR Consulting Firm of the Year under the Talent Management category,” said Jack Lim, managing director of Korn/Ferry’s Leadership and Talent Consulting business in Greater China. “The award is a testament and recognition of the work we do with our clients to help them continually build their capabilities and talent pipeline, in order to remain agile in a fast changing environment.” In recognizing Korn/Ferry, the panel of judges noted that “Korn/Ferry’s research-based talent management solutions have come at a critical time in the China market and worldwide. We recognize them for their quality services in the areas of identifying best fit talent, leadership assessment, and customized development programs. Korn/Ferry leverages unique methodologies to attract, identify and develop high-potential leaders who learn quickly, navigate change and drive the changes needed in the market.” The HR Consulting Firm of the Year award recognizes the firm that offers cohesive and effective HR management solutions in areas such as HR Strategy, cost & budget, organizational development, leadership development, succession planning, HR technology and workforce planning. These solutions must not have only helped clients create a high-performance work environment, but also proved to result in measurable benefits to the client company. Previous winners of this award include Hewitt Associates Consulting and Mercer Human Resources Consulting. Read more.
(BusinessWeek)–On a November afternoon, a dozen executives from companies including investment banks Rothschild and Goldman Sachs (GS) and tech research firm Gartner (IT) ringed a conference table in a brownstone on New York’s Upper East Side. They were there to learn how U.S. businesses could develop products more cheaply and quickly by borrowing strategies from India. Speaker Navi Radjou, who heads the recently formed Centre for India & Global Business at England’s Cambridge University, summed up his advice in one word: jugaad. A Hindi slang word, jugaad (pronounced “joo-gaardh”) translates to an improvisational style of innovation that’s driven by scarce resources and attention to a customer’s immediate needs, not their lifestyle wants. It captures how Tata Group, Infosys Technologies (INFY), and other Indian corporations have gained international stature. The term seems likely to enter the lexicon of management consultants, mingling with Six Sigma, total quality, lean, and kaizen, the Japanese term for continuous improvement. Like previous management concepts, Indian-style innovation could be a fad. Moreover, because jugaad essentially means inexpensive invention on the fly, it can imply cutting corners, disregarding safety, or providing shoddy service. ” Jugaad means ‘Somehow, get it done,’ even if it involves corruption,” cautions M.S. Krishnan, a Ross business school professor. “Companies have to be careful. They have to pursue jugaad with regulations and ethics in mind.” Read the full article.
Analyzing Organizational Capacity Analyzing Capacity within a business organization can be one of the most challenging of the sales training foundational competencies. The reason is because a positive cash flow from sales revenue generated by a high performance sales force ensures that the company can afford to risk making strategic market decisions. It needs to be able to service and deliver quality products that can be sold to grow the business. What is the function of Business Capacity? Business capacity involves analyzing, monitoring, measuring, evaluating, managing, and planning all functions of the company for financial, statistical, and behavioral data. This process allows business leaders to clearly identify how to grow and sustain the health of the organization. This includes: technological, operational and human performance. You can perform activities that align and maximize capacity measurements and improvements within any part of the organization. According to the ASTD World Class Selling, the definition of “Analyzing Organizational Capacity is to: “Assess and weigh competing requirements against available resources to minimize risk, ensure quality deliverables, and balance capabilities with capacity.” Key actions would include: 1. Assessing resources accurately 2. Balancing risk with goal achievement when determining next steps Should I integrate the capacity of my SALES or TRAINING department? Absolutely! It is extremely valuable for you to understand the financial, operational and human requirements and costs to run your training department. As a Sales or Talent Management Sales Trainer, you are responsible for the knowledge management of the sales team and its’ performance outcomes. The health of your own training department is vulnerable to business capacity shifts and changes. The better you understand how analyzing capacity works the better your departmental efforts will be measured for your own success as a Trainer! How does this relate to Sales Training? Your sales team’s performance in any given month will reflect the increases or decreases in the “capacity” to which the organization can utilize internal or external resources. In this case, we are talking about the companies’ ability to access financial resources that come from new and existing sales revenue. Sales revenue is the anchor of life for all business, The company will suffer in capacity when a sales organization is not strong. The business must be able to “afford” to adapt constant change and if it cannot do that without strong sales leadership, revenue increase and consistent sales productivity. If the organization be able to adapt to capacity changes or sustainability is threatened.
I’m not sure if Googlizing is a word but the way this steam engine is rolling I’m sure it will be soon. David Grebow’s recent post ( Wait a minute, let me Google it …) really got me thinking and since I hate the fact that comments do not get seen by those receving RSS feeds of this blog I decided to do a follow-on post rather than a comment. — Breaking News! Google is doing all kinds of interesting stuff, much of which will have an impact on learning. One of their latest endeavors is Google Base: Google Base is Google’s database into which you can add all types of content. We’ll host your content and make it searchable online for free. Sounds like a potential learning object repository to me. Read more about it. Couple this with their free Google Desktop (to index and search your computer and intranet files) and you may have a pretty decent knowledge management solution. — No doubt about it, Google is great especially when it comes to connectng people to content. However, as a learning resource, it falls quite short. Fundamentally the quality of the content is often suspect for just because something appears on a web page does not mean that it is correct. And ironically today’s search engines are almost too good – there is simply too much content available now. To me learning is always made up of content AND collaboration. I learn more from reading a book and discussing it than just simply reading it. Content + Collaboration = Learning (see my post on Search sucks – where’s the context?) So you can see where I’m going to go with this … Google needs to add a way to explicitly rate the content (Google’s PageRank implicitly ranks the popularity of a web page) and Google needs to add a way for people to add comments to the web page links that result from a search query. “Who creates it? Who maintains it?” Easy. Those who use Google. They have the option to rate the pages and the option to leave a comment. Google has a large enough (massive) user base to make this work. Think of this as a ‘people filter’. This ability to connect people to people through content I think is critical. I often go to Amazon.com and read the book reviews for I what to know what actual people think of the content. Those that have validated identities I trust more than those that don’t. A search is not always going to give me the answer I am looking for – this approach gives me the option to tap into the collective knowledge of other users. Content is so Web 1.0; People is Web 2.0. (grin) Google has the opportunity to start connecting people to people – let’s see if they will take advantage of it. Is this the poor man’s version of Jay Cross’ workflow learning? What do you think – is Google becoming the best way for rapid, informal learning?
“Definitions of equality have not been considered very important to discuss at Finnish workplaces, but definitions have an impact in defining which problems are regarded specifically as equality problems. Open debate on equality and the aims of promoting equality really ought to be included as a goal of all efforts to promote equality – otherwise we run the risk of perpetuating the very structures we set out to demolish,” says researcher Hanna Ylstalo. Researcher Minna Leinonen says that recent studies have indicated that experiences related to gender and equality are linked with the positions that female and male respondents hold in the workplace hierarchy. In group discussions on the promotion of equality, men in management positions were least likely to bring up gender-related experiences, while such experiences were typically discussed by women employees. Ylstalo studies definitions of equality, while Leinonen studies links between gender and hierarchy in Finnish workplaces. Their research forms part of the Research Programme on Power and Society in Finland, funded by the Academy of Finland. Read the full article.
POST a REPLY COMMENT at the END! Your VOICE is the SALES TRAINING Industry! Sales Training Drivers is proud to bring you quality content to help build World Class Sales Organizations (no matter how many employees you have) you are all World Class to us! In the May 2010 issue of (T+D) Training and Development Magazine, an article written by ASTD correspondent writer, Aparna Nancherla, entitled “Career Pipeline Bears Pipe Dreams for Women”, was alarming at best and further builds a case for the need of higher quality coaching and diversity training for Managers (and that includes Sales Training Mangers). What does that say about the HR / Training industry? According to a report by Catalyst Director Catherine Silva, “We’ve studied the barriers facing women in their careers for years – for example, stereotypes or presumptions about their abilities or interests – we had an opportunity (with a recent study) to test whether this held true. Sampling 4,143 women and men with MBA’s, focusing on women with the same aspirations, conclusions are that men STILL had higher salaries in their first post-MBA jobs than women. Catalyst Research also showed that there are “entrenched barriers to women’s advancement, such as gender-based stereotypes, exclusion from informal networks, and lack of role models.” The Catalyst Research study further reports input suggestions from CEO’s and Senior Leaders to explore the reasons on how to work toward a solution. Here are some of their suggestions: 1. Offer additional training when employees first get people management responsibilities. 2. Examine demographics and life choices of employees. 3. Check against unconscious bias. 4. Review salary growth metrics when taking on a new position or role. 5. Make assignments based on Qualifications, not presumptions. 6. Acknowledge the inequities that are destroying the pipeline (of qualified candidates for jobs). Conclusion? WAKE UP! Say’s Catherine Silva, “Don’t expect that inequity will disappear just by giving it time and waiting it out”.
(From PRNewswire) — In a recent survey conducted by the International Quality and Productivity Centre, 44% of the 2,895 Energy sector respondents have chosen retention and employee engagement as the topmost HR challenge in the Oil & Gas sector compared to 19% for recruitment. Continuous intake programs and intensive training have helped the industry address the recruitment challenge well. Now it is the next step of engaging and retaining the staff that has come under the spotlight. Building competencies and leadership development were the other top-quoted challenges. A surprising result was when people were asked to define the most prominent role that HR had to play in Oil and Gas. Planning for rewards and compensation came in last with only 9% voting for it. Talent Management and learning and development with 17% each were on top of the table. The most interesting areas of interest were Nationalization and leadership development initiatives. As the custodians of the region’s natural and mineral wealth, it is important that the national population is involved in key leadership positions which in turn are safeguarded through a structured succession plan. Mark Bechtold, HR & Organization Development Consultant at Saudi Aramco, commented, “Factors impacting organizations include rising costs, competitive business environments, and changing workforce demographics. To address these issues, management in Middle East Oil & Gas companies must build on the strengths of the Middle Eastern, Arab culture in a way that involves, engages and inspires employees to work harder and smarter.” Read more.
People prefer to do business with people they like!How do you do that? One of the most rewarding aspects of great sales training is teaching others how building great relationships with prospects, customers and their client referrals. This article is about building relationships. Building relationships is foundational to performance improvement and transcends all areas of your life at work, play and at home. A good Trainer will teach that the most important person in a conversation is the other person! Steering and focusing the conversation on what is happening in the other persons life will be 90% of the conversation in the sales process. The other 10% will be the sales person questioning and gathering feedback. (Yet, statistics will show you that 80% of sales professionals still do not do this even after training because the skill is not practiced enough!) These statistics show that Sales Trainers and Talent Management still have a lot of collaborating to do! Sales Training Drivers.com is committed to helping the Workplace Learning Industry foster more of this collaboration and help sales professionals stay on target to meet their professional and personal goals. The business goal of building relationships is to teach how to move the sales forward for mutual benefit. Show your sales team that building rapport is broken down by value percentages representing the highest amount a prospect will likely receive and absorb your message during conversation. Rapport is comprised of your ability to use: 1. Words (7%) – 93% of people only listen to 7% of what you say and only remember 3%. 2. Tonality (38%) – the tone of your voice matched with someone else’s level of tone 3. Physiology (55%) body language, facial expression, posture, stance, composure, movements, gestures Learning how to use words and body language is crucial to successful selling (and training!). It must be done over practice sessions, one on one coaching, role plays, and measured evaluations. Practicing the use of specific words, tonality and physiology during the sales process is an art in itself. Less than 10% of sales professionals ever fully master it! Your ability to present yourself appropriately and ask questions will prompt people to give you the personal answers you need to solve their issues and sell them. Teach active listening skills and questioning techniques that check for agreement. It will show your sales team how to look at the prospects problem from their point of view. Have your sales team learn how to present your product or service as a valuable addition to the security, comfort, and enjoyment of your prospects life. Teach them how to become interested in their prospects lives. (family, job, and recreation activities, and financial concerns). This takes a lot of practice in building transferable behavioral skills in relationship building. We all want to feel special and we all want to feel OK. Many customers will go miles out of their way to do business with someone they like and will make them feel happy and appreciated. Once someone likes you, they will bring you into their inner circle of influence and their friends will become your friends. Your business will grow much faster while other sales people who do not build quality relationships are vulnerable to the ups and downs of the economy, trends and budgets.
Development Dimensions International (DDI) announces the launch of Manager ReadySM, an online frontline leader assessment that combines the efficiency of a technology-driven process with insights of live assessors-leading to a realistic participant experience and in-depth insight into leadership capability and performance. This real world simulation provides organizations with critical information used to make decisions about who is ready for frontline leader roles and how people can develop in those roles to be more effective. Through the use of a computer-based simulation that utilizes streaming audio and video, candidates experience a ‘day-in-the-life’ of a frontline leader and are given the opportunity to respond to problems and inquiries presented through open-ended emails, video voicemails, planning activities and problem-solving exercises. These various data points contribute to a high-quality diagnosis of an individual’s leadership capabilities, giving companies more than 900 participant performance data points that roll up to 9 critical core leadership competencies that determine how a global leader will perform on the job. “Frontline leaders are more critical today than ever. They make the day-to-day decisions that make or break the business,” Scott Erker, Senior Vice President of Selection Solutions at DDI said. “We hear more and more that they’re not ready for the job the organizations needs them to do. Our goal, with this innovation, is to identify the gaps between what skills leaders have-and what skills they need to be successful.” Manager Ready incorporates the high-touch method of extracting real behaviors through simulations and trained assessors scoring those behaviors. In the past, this type of information would require a significant investment-Manager Ready provides high-value diagnosis at a fraction of the cost. Unlike multiple choice tests where participants choose actions from a static list, Manager Ready participants respond in open-ended formats, allowing candidates to reply exactly as they would on the job. The advantage is that it is more realistic to participants and the responses are more reflective of how they handle challenges in the real world. “This data has some teeth, which in an organization like ours is hugely important,” said Tim Toterhi, senior director of global organizational design for Quintiles. “Part of the reason we like Manager Ready is that it gives us robust, fact-based data to help enhance the decision-making process for selecting people-either for promotions or for hiring them into the organization.” Manager Ready participants are scored on how they resolve conflicts with customers and coworkers or how they coach a direct report through a difficult situation. In turn, organizations receive insight into how the candidates perform in these tasks, and measure a participant’s readiness for leadership across nine critical managerial competencies: Coaching for Success, Coaching for Improvement, Managing Relationships, Guiding Interactions, Problem Analysis, Judgment, Delegation & Empowerment, Gaining Commitment, and Planning & Organizing. These competencies were chosen based on more than 700 frontline leader job analysis studies conducted by DDI across the world as well as the millions of leaders trained and assessed by DDI over the last 40 years. “Manager Ready gives organizations deeper insight into the strengths and development needs of their current and future frontline leaders, ensuring better hiring and promotion decisions and improved diagnosis for accelerating development,” Erker said. “The bottom line is that organizations need to find leaders who are ready to take-on the challenges of the new economy.” About DDI Founded in 1970, Development Dimensions International, a global talent management expert, works with organizations worldwide to apply best practices to hiring/promotion, leadership development, performance management and succession management. With 1,000 associates in 42 offices in 26 countries, the firm advises half of the Fortune 500. For more information about DDI visit http://www.ddiworld.com/aboutddi
Inspired by a batch of recent frustrating consulting gigs, a battery of medical check-ups and the current buzz about pandemic preparedness, here are my predictions for six emerging corporate pandemics that trainers will have to deal with in 2006: 1) Ulteriorsclerosis – the clogging of an important initiative by personnel or policies, for spurious reasons that mask more pernicious ulterior motives. Widespread ulteriorsclerosis will lead to the demise of several organizations in 2006. The disease, once it takes hold and starts to spread, can only be cured by surgical OD interventions. It manifests itself in the right projects not being approved, or not moving forward, for apparently good reasons which, with persistent investigation, turn out to be fatuous. Ulteriorsclerosis is typically artificially induced by the idle, the desperate, or the power hungry, and can be career threatening to diagnose. 2) Nearly Ubiquitous Wireless Mobile Informal Learning Syndrome (NUWMILS) – the propensity to instantly learn only what one needs to learn in order to perform, when and where the performance is required. Also referred to as Schizogooglia, it will evolve in cultures where networked knowledge links of known quality and reliability become so intuitively accessible that it will be like having multiple brains in your head. Sporadic outbreaks have been occurring with increasing frequency, and now seem set to attain pandemic status in 2006. Once it loses its stigma and is accepted as a blessing rather than a curse, NUWMILS will be renamed “ambient learning” and at least three gurus will claim to have invented the term. 3) Mailanoma – the unrestrained metastasizing of productivity-sapping email, texting, and instant messaging, leading to complete breakdown of one’s ability to communicate. While much of this has been from externally inflicted spam, as 2006 progresses there will be increasing volumes of malignant messaging that are internally generated through quite unnecessary cc-ing, bcc-ing, and e-messaging of people sitting whispering distance apart. As communication is the life blood of organizations, malfunctioning of the system can cause a serious breakdown in performance – and in the ability of training to have an impact. 4) Infobesity – the deleterious effect of excessive data consumption on the fitness and agility of individual and corporate minds. With the volume of new data being produced doubling every three days (vs. every three decades a few generations ago), Infobesity will become dramatically debilitating, though it will stimulate the growth of technology filtering tools. Those who master infofiltering will jog confidently through the fog, while those who don’t will keep staggering into lampposts. Employees and teams with calcified knowledge filtering modes will become alienated and resentful, unable to compete, and decreasingly productive. Fortunately for them, they make up most of upper and middle management, and still dominate the shareholders of most large companies. So they will hold onto legacy processes and implement new glass ceilings to keep info-savvy juniors from gaining power (often by inducing ulteriorsclerosis in the relevant area). Unfortunately for their companies, the info-savvy are subversive, mutate rapidly, are well networked, and will job hop into smaller, more fluid entities that will collaboratively run competitive rings around the big corporations. 5) Organizational Incontinence – the involuntary leaking of things you’d rather not have others see. As the networked world brings on premature aging in organizations, they will start to leak at increasingly alarming rates. They will leak knowledge (IP Incontinence) as their walls become porous and their employees network outside of the company to gain the insights they need to get things done. They will leak processes, as much that used to be done in-house becomes outsourced. They will leak secrets, as staff start to blog and podcast without the censoring filter of Corporate Communications. And they will suffer from increasing motivational incontinence as employees finally lose all sense of belonging to a cohesive caring organizational family. This in turn will lead to the leaking of valuable employees. Organizational Incontinence, in all its forms, may require a significant rethink of the role of learning services, and its repositioning as an aid to the enhancement of an individual’s market value. 6) Learning Impact Myopia – the failure to expect or demand that learning initiatives have lasting effects. Like most other things in corporate life, training activities will be evaluated more and more on what effect they have on each quarter’s financial results, rendering longer term impacts irrelevant, and in turn making the development of long-term programs pointless. When trainers struggle to develop interventions that have lasting impact, they will be told that such esoteric stuff simply does not matter, and will be pressured into providing instant gratification to the bean counters. Learning Impact Myopia and Schizogooglia both seek faster short-term solutions to the expertise problems, but for different reasons. Trainers may have to selectively succumb, while still fighting for some strategic surgical impact. [Paradoxically, Surgical Learning Impact Myopia (SLIM) — the deliberate implanting or nurturing of e-learning 2.0 where appropriate — may give SLIM organizations added vigor and longevity]. Be prepared! The future will be a dangerous place if you relinquish control of your integrity to the organizational pandemics. Compliments of the season to all, and may your 2006 be filled with health, wealth, and happiness! Godfrey Parkin
Train with Business Skill According to the book “World Class Selling: New Sales Competencies”, the art of building business skill involves demonstrating business understanding to develop solutions relevant to business success. Key Actions include: The emphasis on teaching business skills training is is unique. The knowledge and understanding that each business has distinct challenges, strengths, and weaknesses is crucial to delivering quality sales training. The best sales trainers will invest time and energy into creating programs that address each business need, employee need, and management / leadership need. Strive to develop a long-term solution to business needs in a way that best suits the the individual and your company.
WASHINGTON, Oct 12, 2010 /PRNewswire via COMTEX/ — Driven by the rapid adoption of Blackboard Learn(TM) Release 9.1 over the summer, more than 1,000 clients are now on Blackboard’s next generation online teaching and learning platform, Blackboard Inc. (Nasdaq: BBBB) today announced. The adoption rate is faster than for any new learning management release in Blackboard’s history, making the Release 9.x platform the most widely used across the Blackboard community. Release 9.1 also provided a number of key enhancements targeted to the WebCT community which helped speed adoption, with over 100 former WebCT clients upgrading to Release 9.1 during the first six months following its release. Launched in April, Release 9.1 features an updated Web 2.0 interface, built-in social learning tools like blogs and wikis, and the ability to integrate multimedia content from Web sources like YouTube(R), Flickr(R) and Slideshare to create a more engaging course experience. The release also includes lesson planning and standards alignment, important new features for K-12 teachers and learners. With Release 9.1, Blackboard has also made significant investments in product quality, client support and responsiveness, and support for managing upgrades. The investments have spurred not just upgrades but improvements in overall client confidence, with responses to Blackboard’s client satisfaction surveys improving throughout 2010. On the support front, seven and 30-day closure rates for support tickets — a good benchmark for support quality — are up sharply, recording the largest increases since Blackboard has measured the statistics. “I’m pleased with this positive signal about our direction and our performance on the fundamentals of Blackboard Learn,” said Ray Henderson, President of Blackboard Learn. “Our clients are telling us that our fundamentals are improving, and it’s great to see their willingness to show us with this vote of confidence. We’re not satisfied that we’ve reached our full potential, and so this result is great encouragement to keep our focus on improving our products and the experience we deliver our clients.” To help support clients upgrading to Release 9.1, Blackboard has created a set of free resources including a series of video tutorials to help institutions acclimate new users with the latest release. Blackboard has also established a popular guided cohort program that hundreds of clients are participating in to learn from each other as they go through the upgrade process. “We have had a very positive experience with Blackboard and the resources that they’ve put together for the Release 9.1 upgrade go miles in making the case that we have chosen the right platform,” said Gary Friesen, Director of Academic Technology at Taylor University which is currently participating in the cohort program and is planning an upgrade to 9.1 in December. “I am very encouraged by what Blackboard has put together to help us in this transition and to support the upgrade experience.” In addition to the core features of Release 9.1, it can also be enabled for interactive mobile learning opportunities through Blackboard Mobile(TM) Learn — native applications for the most popular mobile platforms. It also integrates Blackboard Connect(TM) technology to let students choose how they receive course notifications and updates, including through messages to their mobile devices. For more information about Blackboard Learn, please visit http://blackboard.com/Teaching-Learning/Learn-Platform.aspx. Read more.
Facilitating Change is a World Class Sales Competency that needs attention! This subject is so COMPLEX and CHAOTIC that it is very difficult to explain, manage or measure. As a Trainer, it is critical now for you to be able to understand how change affects your company and is reflected in your training. Let’s keep this SIMPLE! Your company is most likely affected by harder economic conditions today and will be driven to improve efficiency, productivity, and service quality. The training methods and outcomes you present to your employees will be a measuring stick for these improvement changes.Change happens CONSTANTLY and you must be able to ADAPT to it. Business Change – Sales Training In Sales Training, be sensitive to teach your team about the size and scale of any management decision. – small to large – and how it affects operation, sector, location, history, and employee population. Change is about moving an organization from a current position to a future condition, for the purpose of marketplace strategy and employee workplace performance alignment. Evaluating sales and marketing change strategies can be done by looking at other company case studies and ROI analysis. But, beware! “Tested” sales strategies and implementations that have been tried before by other organizations may not be the best one for your company or for your team to experience! Also, be careful to look at the effects of bringing in other Subject Matter Experts or Consultants who have had successful outcomes using “tried and true” methodologies that have worked for them in the past. These too may not work in your particular organization. Make sure that the new change initiative is a process to be facilitated rather than a plan that can be dictated to the employees The People vs. YOU! Facilitating change through people is very TOUGH because people are TOUGH and generally RESISTANT to anything that is different than what they are used to – especially if they have created a habit or routine that seemingly makes their life easier. People are more reactive than proactive and changing anything in their world (personal or work environment) can be confusing to deal with! However, through honesty and being straightforward about your change strategy, you can break through any resistance that people give you. The TRUTH will always set you free, even in business where money seems to be king over the people. Nothing could be farther from the truth! You cannot run a business without the power of people. The love of people is the root of successful business in sales! If there is a change initiative approaching where people are involved, brace yourself for the resistance. You can guarantee that too many opinions will be involved! So, like the good Boy Scout or Brownie, “Be Prepared” to brace yourself emotionally and intellectually for the upcoming change challenges presented in front of you. People present problems all the time at the top, middle or bottom of any organization – that will need to be dealt with if the company is to succeed overall. Many organizational studies say that the best change efforts are better left to employee engagement and creative teams rather than top down leadership. Many change efforts have failed because the company demanded the change process to be handled and controlled by corporate policy and procedure with little or no creative thinking allowed. According to Hank Garber, CEO of National Risk Managers in Long Island, NY, (email@example.com), one way to engage employees in facilitating organizational change is to “make your employees your partners in the process of change”. He also states that you can gain “greater and more effective communication- internal & external- by working to create a sales orientation that permeates every part of a business, leading to increased revenue, client retention, and loyalty by customers and employees. The focus of change should be for the betterment of everyone in the organization as it relates to increase business results that sustain organizational growth.
In this complex world, it seems that every successful sale is complex. What I mean by a successful sale is this: you get the order, the product is delivered, and the bill is paid. For some sales this may mean a long series of demonstrations, a detailed installation, user training, and possibly a trial period. In others, a box arrives and a bill is paid. But in all sales, the sales representative is not the only one involved. Sales representatives are surrounded by team of people that must work together to ensure the entire sales process is completed. Think of the simplest sale, not only is the sales rep involved but so is order entry, shipping, accounts receivable, management, perhaps quality. With more complex sales, like those that occur where I work, there are product and market specialists involved, management, demonstration scientists, and often a dozen or more people. So how does a rep manage this network of resources? There is a real danger of wasting time with some people while not spending enough time with others. What if you are one of the support people, perhaps a product specialist? There will be some sales representatives you need to spend a lot of time with, maybe they are new to the company or unfamiliar with a particular product or market. Other, maybe more seasoned sales professionals, dont need as much help, if any. Product specialists are always in danger of spending time with the wrong person, which minimizes their effectiveness. In my ASTD Sales Training Virtual Conference presentation, I share with you some of the tools and tactics we use at Waters to help both sales professionals and product or market specialists maximize their effectiveness in the field by maximizing the use of their resources. Tracy Tibedo began his sales and marketing career selling radioactive chemicals for New England Nuclear (DuPont) in 1983. Since that time he has held positions in sales, sales management, product management and even regulatory affairs. With over 15 years of direct sales experience and numerous awards Tracy entered the world of sales training in 2003 and was moved to the manager slot in 2007. His group has designed award winning e-courses that help sales representatives translate complex technical details into readily understandable business benefits. Tracy has also developed several sales skills programs and has delivered these programs throughout the US, Latin America, Europe and Asia. Tracy earned a bachelor degree in Biology at Northeastern University. He lives with his beautiful wife, three wonderful kids and two over friendly Labrador retrieves in central Massachusetts.
Here’s a blog post from guest blogger Neville Pritchard, from ASTD International Partner The Learning Sanctuary in the UK: The Learning Sanctuary held its second meeting for ASTD members and prospective members at Olympia on January 26. The room was kindly donated by Principal Media Ltd, the organisers of Learning Technologies Conference & Expo held at Olympia on the following two days. Once again we had over 30 attend a lively and interesting meeting where discussion was extensive. We opened with Gordon Bull (ASTD Board member) explaining how to maximise ASTD e-membership benefits before we split into sub groups. We explored technology based learning developments and when to utilise what; the need to focus on performance impact and to utilise an appropriate mix of measurement models depending upon the purpose of measurement and reporting; the increasing need for L&D to ensure high quality consulting skills; trends in the use of coaching and the need for individual and coach responsibility; links to informal learning and ‘letting go’; the need for collaboration, coordination and integration in implementing L&D initiatives; considered goodpractice.com research into leadership development trends; and explored the group’s pressing issues within the management of learning. Each topic was visited twice as groups rotated around a choice of subject every 20 minutes with facilitation being delivered by members with specific expertise and interest in the subject areas. As a full group we also considered what research we felt would help take the profession forward. An example amongst a number of topics we included was: – What types of learning delivery actually lead to best improvement and response from learners? – How do different types of role or function influence this? – Is this influenced by the type of industry an organisation operates within? – Content/training methodologies different to roles, types of business, types of department – Comparing delivery models It was a fabulous meeting with high quality debate and an opportunity for members in the UK to network and consider key issues with other L&D professionals. Neville Pritchard
Many sociologists have tracked the evolution of industrialized societies. One key trend these sociologists often discuss is the definitive impact of new technologies on these civilizations. Since the dawn of times, technological changes such as fire, the wheel, farming, the cotton gin, steel, and automobiles have led to rapid advances in quality of life for individuals. While these advances have translated into huge gains for civilization they have become so mainstream the impact these advances have are long forgotten. A more recent technological advancement has also had a huge impact on society. Advances in information technology and the Internet are still being felt, not only on consumers and individuals, but also within sales teams trying to cope with the rapidly evolving set of knowledge, skills, and abilities necessary to fully harness the dearth of knowledge and information created. Needless to say, salesperson competency has been buffeted by technology in multiple ways. First, salespeople are no longer the gatekeepers of information about products and services. Buyers arm themselves with information long before the sales call ever occurs. They have access to buying consultants, automatic replenishment systems, decision making models, and customer reviews of products and services. Buyers hold fewer inventories, want just-in-time inventory, and embrace systematic purchasing. Second, salespeople are also called upon increasingly to use technology in their jobs. Hand held devices, mobile computing, instant messaging, social networking, and search engines have revolutionized prospect identification. Customer relationship management systems are intended to help salespeople manage and prioritize their contacts. Selling takes place in new venues and channels. For example, the “click to talk live” feature of many websites blends customer service with telesales in a call-center environment. Selling is also becoming the responsibility of nontraditional sales roles, and companies are cross-training installation, service, product-development, and other staff in sales techniques. While technological advances have shifted the power in the buyer-seller landscape, sales teams have sometimes struggled to keep up. Sales managers and sales trainers have tried to deliver technology into the hands of their sales team and had to improve salesperson skills and knowledge. As a result, sales training needs have evolved at a quicker pace than ever before. Customer Relationship Management software, contact management, email, Internet capabilities, and hand held devices provide more information to today’s salesperson than ever before, yet many salespeople struggle to master the technology (let alone keep up with it). Technology has also helped salespeople stay abreast of product changes, customer changes and market changes. Unfortunately, many sales team members have so much information at their finger tips they have trouble retrieving it quickly. However, where technology has created many challenges to sale team performance, technology has also provided help. Use of technology in sales training has exploded with the advent of podcasting, video-on-demand, and virtual classrooms like second life. Technology has also provided access to new markets and new prospects through online networking tools (such as LinkedIn) and customized search engines that quickly retrieve the most relevant information. Sales portals organize content and provide an easy way to refresh knowledge or brush up on an industry. And learning management systems allow HR professionals and training professionals to customize course content for new and experienced salespeople. With all these technology challenges facing sales teams, how can sales managers and sales trainers help? The following recommendations are given: RECOMMENDATION 1: understand that technology is not an enabler; it’s now the status-quo. Many organizations implement technology for the sake of technology without understanding the impact to the sales team. More importantly, companies can negate technology roll-outs by not focusing on helping sales teams deliver value, in the eyes of the buyer. Since so many buyers use technology daily, sales teams are expected to use technology in a transparent way. It’s now something like breathing. Everyone does it. However, not every company can leverage technology to align to the customer, streamline communication, and facilitate an exchange of value. RECOMMENDATION 2: realize that one technology platform or tool doesn’t solve every single challenge faced by the sales team. While some technologies help sales team members serve the customer better, others can actually bog down processes or stifle the creativity needed to truly customize the buyer experience. RECOMMENDATION 3: realize that bad processes are not helped by technology. Many companies fail to realize that poorly aligned processes and poor policies can impact the buyer-seller relationship more than the use of technology. When these processes and policies are facilitated by technology, the organization just become “better” at getting in its own way.
2012 Workplace Trends Report: Integration, Flexibility and Wellness Top Drivers of Employee Engagement
(From PRNewswire) — Sodexo, Quality of Daily Life Solutions provider to more than 1,800 corporate clients in the United States, released its 2012 Workplace Trends Report today, offering a unique perspective on the workplace that combines insight from clients, academia, principal research, and leading facilities management and human resource trade organizations. The research predicts continued focus on well-being and the ability to deliver a unique value proposition to business communities that focuses on not only integrated, effective and efficient use of space, but also the performance of human capital. Employees are looking to organizations for tools and resources to help them simplify their lives, stay healthy and balanced, and bring their “whole self” to work as these continue to be top drivers of engagement. Employee engagement, productivity, brand image and loyalty continue to be relevant measures of success. “For any business wanting to grow, these trends show there is a premium on programs that are outcome driven and on sustainable results that address both people and physical space,” said Michael Norris, COO and market president for Sodexo’s Corporate segment. Read more.
The drive to deliver high-quality, patient-centered care and create great patient experiences propels one healthcare system to stress every detail of workforce training and development.
This podcast is sponsored by Pfeiffer, an imprint of John Wiley & Sons, Inc. Pfeiffer serves the professional development and hands-on resource needs of training and human resource practitioners and gives them products to do their jobs better. They deliver proven ideas and solutions from experts in HR development and HR management, and offer effective and customizable tools to improve workplace performance. Lean more at www.pfeiffer.com.
Why do senior executives insist on coaching for their employees? Because executives now believe that coaching has become invaluable. They recognize that it can increase the quality of leadership skills at all levels, improve retention of leaders, help new leaders succeed, and address management behavior problems.
ISO courses released for ISO 9001, 14001, 27001 and 50001, on Quality, Environmental, Energy and Information Security Management Systems
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