Business leaders dedicated substantial resources to employee learning in 2009 – $125.88 billion – despite uncertain economic conditions, according to the newly released 2010 State of the Industry Report from the American Society for Training & Development (ASTD). “The findings in our latest State of the Industry Report clearly demonstrate that executives and business leaders know their investments in employee learning and development are keys to survival, recovery, and future growth,” says Tony Bingham, President and CEO of ASTD. “Training and the reskilling of the workforce is a strategic driver for companies worldwide. We are encouraged to see that, despite economic uncertainty, business leaders know learning matters.” The 2010 State of the Industry Report collected data from 304 companies with an average of 13,728 employees. Of the $126 billion spent on employee learning and development, two-thirds, or $78.61 billion, was spent on the internal learning function, and the remaining $47.27 billion went to external services. Other key findings include: The ASTD 2010 State of the Industry Report provides data covering the strategic and operational activities against which organizations can benchmark their learning investments and practices. For 14 years this report has provided insightful, actionable information for learning executives and business leaders to use when making decisions about how to leverage and build their talent. To schedule an interview to discuss the report’s findings, please contact Kristen Fyfe at firstname.lastname@example.org.
As a gross generalization, schools hate business and businesses hate schools. Let me defend that: Schools hate business 1. Many academics view any skills that empowers an individual outside of academics as either “vocational” or “turning students into drones of capitalistic societies.” (Yet they have no problem rewarding skills that turn students into drones of academic environments.) I mention teaching subjects like “project management”and”solutions sales” to teachers and they recoil. 2. Professors are even encouraged to downplay their consulting to corporations. Even in b-school environment, what consulting is done, according the school mythology, is prostitution, a pursuit of lucre at the expense of integrity, unless it is done at the board level of a Fortune 500 company. 3. A lot of academics smile when the stock market dives, vindication of both their world view and their own personal career choice. Businesses hate schools 1. Businesses rail against classrooms, even their own training classes. Corporate people love to complain about training classes. “Classes don’t work!” “Training doesn’t teach anything.” “No one ever learned anything of important in a classroom.” Many training books and training professionals love quoting high profile individuals (such as CEO’s or brand-name consultants) hacking at classrooms, thinking “beyond the classroom.” If you listened to all of them talk, you would assume that employees are spending half of the lives trapped in basement lectures. Most people spend less time in classes than they spend waiting in line at their organization’s cafeteria. It reminds me a bit of the supporters of the a flag burning amendment. I wish people wouldn’t burn the American flag as much as anyone, but as far as I can tell, there is just not an epidemic of flag burning. And there sure is no epidemic of too much classroom training. The railing is really just posturing. 2. Business people love talking about academic reform. But when a company is performing sub-par, business people don’t talk about Xerox reform or corporate reform. They talk about change management, growth, and re-invention. They talk about “taking a short-term profit hit” to “restructure.” 3. Even amonst the corporations that do the most training, I have never seen a business sponsor an internal remedial history class, or art class, or literature class, or any kind of liberal arts experience. They say they respect it on a resume, but if you don’t arrive with it, they are sure not going to give it to you. 4. And businesses fight hard for tax breaks, which come out of school pockets. All with a big smile But both sides hide their animosity reasonably well. The development side of schools want donations from businesses. They talk to parents about preparing students for the future. Businesses want to appear helpful and benevolent and part of the community. It is only after the love-fest meetings and PR events do the real feelings emerge. And I believe the friction, the misalignment, this cold war between these two hurts students, hurts our GDP and standard of living, hurts schools, and hurts business. The Hope of T+D In our profession, literally of the people reading this blog, lies either the opportunity to bring these two worlds together, or to create a bigger wedge to push them apart. It is an opportunity (and yes, responsibility) that I hope we all consider as we present our ideas, shape our strategies, postore, define ourselves, and invest in and execute our plans.
Highlands Ranch, Colo. (PRWEB) June 3, 2009 — Research indicates a strong relationship between business performance and emotional intelligence. In recent years, interest in emotional intelligence has grown as research shows impact on a variety of business measures, including recruiting and job selection, sales results and leadership performance. Emotional intelligence is the ability to perceive, control and evaluate emotions to improve work and personal life. In a new whitepaper titled, “Emotional Intelligence: What’s New, What’s True – Improving EQ with Behavioral Styles,” the TRACOM Group explores the importance of emotional intelligence and its direct link to critical business measures and individual success, more so than traditional measures such as IQ. The complimentary whitepaper can be downloaded at http://www.tracomcorp.com/forms/eiwhitepaper.html. The whitepaper also explores the genetic disposition people have for emotional intelligence and the affect it has on improved leadership and managerial performance. However, research also shows that emotional intelligence, just like technical skills, can be developed through a systematic and consistent approach to training and development. ( Read the entire article.)
The ASTD Leadership Handbook is an exciting compilation of insights, ideas, and tools that will enable individuals, teams, and organizations to develop their leadership capabilities. This book sets itself apart in a crowded field by emphasizing leadership development and providing practical approaches to this crucial need. Elaine Biech, the trainer’s trainer, edited this substantial – yet practical – collection that contains the wisdom, philosophies, and tools of 48 leadership experts. The ASTD Leadership Handbook presents five major sections: Leadership Competencies, Leadership Development, Attributes of Successful Leaders, Contemporary Leadership Challenge, and a broader view of the leadership discussion. The list of contributing authors reads like a “Who’s Who of Leadership Gurus” and includes such greats as Jim Collins, Len Goodstein, Frances Hesselbein, Jim Kouzes, Cynthia McCauley, Jack Zenger, and many more. The accompanying website provides a wealth of more than 30 ready-to-apply tools like John Kotter’s eight-step process for managing change, Ken Blanchard’s ethics check, and Marshall Goldsmith’s mini-survey for coaching leaders. The ASTD Leadership Handbook gives readers all the insights and applications they need to thoroughly understand and practice its principles, guided by the most respected authorities on the subject. Visit the ASTD store to order your copy. The ASTD Leadership Handbook is co-published by ASTD and Berrett-Koehler Publishers. About Elaine Biech Elaine Biech is president and managing principal of ebb associates inc., an organization development firm that helps business, government, and nongovernment organizations work through large scale change. Known as the trainer’s trainer, she custom designs training programs for managers, leaders, trainers, and consultants. Biech has been in the training and consulting field for 30 years and is the author and editor of more than fifty books. She has been featured in dozens of publications including the Wall Street Journal, The Washington Post, and Fortune magazine
Background The New York State Office of the State Comptroller (NYSOSC) in Albany maintains a broad scope of responsibility unmatched by similar offices in the United States. As the state’s chief fiscal and accounting officer, the Comptroller is a separately elected state-wide official whose primary duties include managing and investing the State’s cash assets, auditing government operations, paying all NYS employees, reviewing State contracts, overseeing the fiscal affairs of local governments including New York City, and operating two of the state’s retirement systems. As an agency charged with monitoring the effective financial operation of numerous other agencies and entities, the NYSOSC understands the need to carefully maintain its own project management (PM) and business analysis (BA) capabilities. Therefore, the Office engages in regular self-assessment and performance improvement in these areas. The ChallengeNYSOSC has built a reputation for continually advancing project management best practices through its PM Center of Excellence (CoE). However, realizing that enhanced business analysis practices can also increase project success and user support, as well as heighten customer satisfaction, the agency has sought, since 2006, to improve its business analysis practices by instituting a Business Analysis Center of Excellence (BACoE). NYSOSC performance improvement programs had primarily benefited PM teams prior, and support had not been available for the advancement of BA teams. By promoting BA competencies, knowledge management, enterprise analysis skills and practices similarly to the PM program, NYSOSC sought to achieve comparable, positive results. Strategic PlanningThe agency’s cross-division Business Analysis Work Group completed a strategic report in 2006 presenting the benefits of advancing NYSOSC’s use of business analysis and making next-step recommendations, including the launch of a BACoE. In 2007, the second phase of the project was launched to begin to develop and support business analysis as an organizational resource. Kevin Belden, Deputy Comptroller and CIO, and Kirk Schanzenbach, Director of the Program Management Office (PgMO), were executive sponsors; and Barbara Ash, Assistant Director for BA in the PgMO, was the project manager. The project team consisted of numerous representatives from BA units across the agency. To provide counsel on industry best practices, and to resolve issues that were impeding progress, the project team enlisted the help of ESI International. “Having worked with ESI in the past to build our project management and business skills capabilities,” said Schanzenbach, “we were confident that they were the best partner in achieving our BA goals.” ESI began by working with NYSOSC leadership and the project team to outline unifying objectives for BA and PM skills areas, including the need to: The Solution In cooperation with ESI, NYSOSC determined the key strategies to ensure a successful program. Foremost among these were: To support the program launch, ESI designed and delivered a two-day, project kick-off workshop that centered on the program’s four-part learning framework and targeted development of knowledge, skills, ability and attitude. Day one introduced the program to senior management and focused on developing best practices in alignment with BACoE operating standards. Executive activities included competitive, interactive group exercises that helped to define and prioritize goals around developing the BACoE. Day two introduced the program to front line business analysts and ensured a common understanding of BA concepts and executive directives. Following the kick-off, the team worked in subcommittees on project deliverables, received best practice advice, and exercised skills and competencies through coaching exercises. Special attention was also given to evaluating and treating such problematic areas as standards and methodologies topics for the BA group. “This intensive learning experience was very well received as a serious enhancement to the traditional instructor-led effort.” said Ash. “Participants also felt that it accelerated the program launch significantly compared to previous programs.” Toward Change In the early months of the program, ESI participated in regular group meetings and calls in order to provide coaching and to reinforce goals and specific training targets. While ESI continues to deliver essential counsel, the NYSOSC has quickly achieved the competency to offer coaching and mentoring using internal resources. Other significant program accomplishments and benefits to date include: Championed by executive sponsors Belden and Schanzenbach and project manager Ash, the internal team continues to recommend and oversee BA learning programs and progress, as well as support the advancement of BA maturity.
KRAUTHAMMER | London, UK 80% of international businesses feel relatively resistant when it comes to the worsening business climate. 55% will defend their investments in ‘behavioural development’ programmes in areas such as leadership, management and sales. On the downside, 20% say that they will cut their budgets. This and other findings are the results of a probe conducted by Krauthammer in late Autumn 2008. 34% of the respondents forecast a poor business climate for 2009. Around 20% believe they have “low resistance” to a difficult business climate and are planning to cut their behavioural development budgets in line with their predictions. However, over twice as many – 55% – feel resistant – and 42% even plan to raise development budgets. “The news is mixed. The most positive signal we can distill from our probe is that companies will prioritise initiatives with a real and measurable impact. So consultants that excel in sophisticated forms of body-shopping will probably be hit as hard as temporary personnel providers”, comments Ronald Meijers, Co-chairman of the Board of Krauthammer. *) body shopping typically implies filling temporary competence gaps rather than structurally improving a company’s performance. The respondents will defend training and coaching more vigorously than they will consulting. And as many CEOs admit their difficulties in predicting results for 2009, leadership training will be most defended – by 53% of respondents, followed by sales training (47%) and management training (42%). Crossfunctional training such as IT- and language skills will be least defended, the probe suggests. When it comes to coaching, too – leadership, management and sales coaching will be most defended. Overall, training seems less vulnerable than coaching – training will be cut by fewer numbers of people than its coaching equivalents. According to the probe, consulting budgets will be defended by around a third of businesses. Least popular, the probe suggests, will be consulting in “hard issues” such as strategies, operations and structures – only 19% of the respondents would defend it. A combination of “soft” and “hard” issues such as sales effectiveness will be most resilient of consulting propositions – 33% of respondents say they will protect budgets in this area. Nick Girling Senior Consultant, Office Leader UK, Krauthammer Tel: +44 20 8770 7200 Mobile: +44 7900 5648 79 E-mail: email@example.com Coaching, consulting and training company Krauthammer assists clients worldwide in successfully uniting permanent people development and sustainable business performance. It offers major change implementation and human capital development programmes at the individual, team and corporate levels optimising the personal effectiveness of leaders and managers, salespeople and negotiators, trainers, coaches, consultants and support staff. Established in 1971, Krauthammer International has 300 consultants and employees, delivering services in over 50 countries, in 15 languages. International consistency and the ongoing professional development of the consultants are ensured by four annual Krauthammer University sessions where every consultant spends between 2 and 3 weeks per year. www.krauthammer.com
As organizations look to the future of business, the performance of every employee will be critical for business growth. So global talent management expert Development Dimensions International (DDI) has created a development solution to help individual contributors boost the skills that will improve both individual and group effectiveness DDI’s program, Interaction Management: Exceptional Performers (IM: ExPSM), includes eight courses to build the skills of professionals and emerging leaders, from financial whizzes to engineering gurus. “Organizations can’t afford to ignore this group of professionals that aspire to be the technical experts as well as the next generation of leaders,” said Jim Davis, Vice President of Workforce and Service Development for DDI. IM: ExP uses interactive learning experiences to build skills that result in positive behavior changes in employees, resulting in a more productive and more engaged workforce. The course list includes: Communicating with Impact, Embracing Change, High-Impact Feedback and Listening, Networking for Enhanced Collaboration, Navigating beyond Conflict, Valuing Differences, and Working as a High-Performing Team. Read more.
NEW YORK–(BUSINESS WIRE)–“Talent management and succession planning are more critical during tough times to avoid talent shortages when the economy improves” says Darleen DeRosa, Managing Partner of OnPoint Consulting. Rather than slashing budgets, Dr. DeRosa suggests five strategies: Companies that invest in talent will be better prepared to take advantage of the upturn when tough times are a thing of the past.
(From UNC Kenan-Flagler Business School) — This whitepaper examines the knowledge, skills and abilities business leaders must have to ensure the continued success of their organizations in today’s competitive global marketplace. It will introduce HR and talent management professionals to a four-step process taught at UNC’s Kenan-Flagler Business School to improve leadership skills and to create a leadership culture within organizations. Read the whitepaper.
MISSISSAUGA, ONTARIO–(Marketwire – June 28, 2010) – Canadian manufacturing workers and businesses will benefit from a Government of Canada investment in a literacy and essential skills development project. The Honourable Lisa Raitt, Minister of Labour, together with Mr. Bob Dechert, Parliamentary Secretary to the Minister of Justice and Member of Parliament for Mississauga-Erindale, made the announcement today on behalf of the Honourable Diane Finley, Minister of Human Resources and Skills Development. “Our government believes that working with partners to improve literacy and essential skills is a great way to help Canadians build better futures,” said Minister Raitt. “By identifying best practices and creating tools to help businesses incorporate these critical skills in their training programs, this project will ultimately help workers get the skills upgrading they need to stay safe and productive on the job.” Read more.
The American Society for Training & Development (ASTD) 2010 International Conference & Exposition being held May 16-19 at McCormick Place in Chicago, Illinois will feature thought leaders and innovators in the workplace learning and development field. Voices of Innovation include: David Allen, author of Getting Things Done; Marcia Conner, Fast Company columnist and co-author of the forthcoming book with ASTD President and CEO Tony Bingham titled The New Social Learning; Marshall Goldsmith, named by Forbes to be one of the Top 15 Most Influential Business Thinkers in the World in 2009; Alexandra Levit, syndicated Wall Street Journal columnist and author of the bestselling book They Don’t Teach Corporate in College; Karl M. Kapp, scholar, consultant, and expert on the convergence of learning, technology, and business operations; and Tony O’Driscoll, professor at Duke University’s Fuqua School of Business whose current research focuses on how emerging technologies can rapidly disrupt existing business models and industry structure. Leaders of the Profession include Michael Allen, Geoff Bellman, Ken Blanchard, Rob Brinkerhoff, Ruth Clark, Beverly Kaye, Don Kirkpatrick, Jack Phillips, Bob Pike, Dana Robinson, Thiagi, and Jack Zenger. Voices of the Next Generation include the sons and daughters of industry titans who bring their own knowledge and expertise to the profession: Scott Blanchard, Ann Herrmann-Nehdi, Jim Kirkpatrick, and Becky Pike Pluth. A comprehensive list of featured speakers for the conference is available at www.astdconference.org. New for 2010, all session speakers will be using “paperless handouts” in an effort to conserve resources and reduce waste. Handouts will be available as a password-protected download in multiple formats for a wide array of devices, including handheld mobile devices. Many industry-leading and socially responsible organizations have adopted similar policies for their conferences. ASTD introduced paperless handouts at its TechKnowledge conference in January with positive feedback from both speakers and attendees. For more information on the ASTD 2010 International Conference & Exposition, visit www.astdconference.org.
How to WIN the game every time. Articulating Value is an extremely rewarding sales competency skill to have in your sales toolbox, but delivering a sales training program on articulating “value” to a potential client will be a wild ride of self-discovery all it’s own! You have Amazing Power when you “articulate” words – whether they are verbal or written. Words can create or destroy. Your business life and relationship opportunities depend on it. So, be careful what you say and do in business and when you engage with others who are looking at your products and services. You are articulating and affirming that you will DELIVER what the customer needs. According to the “World Class Sales Competency Model” built on the “World Class Sales Competency Research, “articulating value links solutions to the challenges when solving opportunities and confirms it with the stakeholders.” It ensures that the criteria for the decision making are shared and addressed.” The word “stakeholder” usually refers to someone that has a “stake” in the financial business transaction or will be impacted by it in terms of time, effort, or money. But what do these stakeholders really care about? Most people will say…the MONEY! In actuality, the money comes later. What really matters is HOW you service stakeholders and HOW you treat them during and after the business transaction. This is where the profit is proven. You can add all the value you want in your “solution” on the paper but the contract will NOT show the physical value in the delivery of your product until after they buy.This is where ROI meets FACTS, TRUST, INTEGRITY, COMMITMENT and LOVE. Love? What does that have to do with business?What does that have to do with articulating value in a business transaction? EVERYTHING! There are scores of business psychology case studies for “loving your customers / clients” and the outstanding results. At the bottom line, articulating value always becomes a cornerstone. Articulating the value in anything you do for someone or something is a life enhancing human development process. This wonderful affirmation reinforces to all the stakeholders why you are so valuable and why they should buy from you. Your ability to love yourself, love others and what you say regardless of the business outcome is priceless. Your Attitude is physically manifested by your thoughts, words and actions. Articulating Value is an Action. Love is an Action. Delivering training for performance is an Action. Your responsibility to control a “cause and effect” in a business transaction is an Action. Do you see the connection here?The by-product of a selfless but loving “attitude” is the key reason for success in selling! WOW! This also translates tolong term CUSTOMERS, REPEAT REVENUE and REFERRALS! If you love your business, and love your sales job, then you should love the people you sell to. This is truly the most important part of articulating the value proposition process, regardless of whether they agree to the terms of what you are selling or not. The Value of Delivery and Fulfillment Help your decision maker prospects understand not only the technical and hard data logistics, but a complete emotional understanding of your solutions. Evaluate the productivity of performance against business results. Signing contracts, exchanging money for goods and services and fulfilling the agreement of service is done with buy-in. Buy-in on a signature confirms that your articulation was well received and that your fulfillment is expected. Are We Done Yet? Not yet! Just because you signed a contract, and took money from someone in exchange for your goods or service – does NOT mean you are done with articulating your value to these people! What about all the people involved in the execution of the project AFTER the agreements are approved? That could be anyone from the Receptionist all the way to the CEO! Your buyer has relationships with other people in the organization. You will be called upon if there is any problem, misunderstanding or customer service in the future! Be proud of yourself! THEY CHOSE YOU for your Trust, Integrity, Commitment and Love. What great way to “articulate your value”.
About 60 percent of all organizational change efforts fail. And some authorities believe that the quintessential management competency for the future will be the ability to manage change. But how can change be managed? And is it even possible? Organization development (OD) has been around for a long time. But OD is not taught in most business schools, a fact that complicates matters when it comes to managers trying to lead change with and through people. Too often the project plan is elevated…
Study after study has shown that the most influential and lasting learning and development occurs not in the classroom and in general time, but on the job and just-in-time. Yet most talent development functions are required to do more for less. How can individualized, global, just-in-time, on-the-job development be reconciled with doing more for less? This session will show how Sutherland Global Services, a business process outsourcing organization of more than 40,000 employees, was able to…
In this session the speakers you will hear about Deniz Academy’s success story of adding value to business goals with integrated talent management processes, using examples of onboarding programs, leadership development programs, and others.
This session will outline how a multinational company conceived, developed, and executed a global leadership development program that is achieving sustained relevant, compelling, and credible business outcomes.
The need for business results of learning is very clear. Executives want it and managers who support us need it as well. This session shows you how to design learning and development to deliver results. To move the evaluation to impact and ROI doesn’t mean you have to start measuring. It means that you have to change programs from the beginning, starting with why and moving through the talent development cycle with a complete focus on delivering results that executives want to see. This…
In this session, you will hear from the authors of the newest ATD publication focused on global talent development (GTD). The speakers will cover the best practices in GTD that they discovered through interviewing more than 30 global thought leaders from a wide variety of corporations and business schools. They will also discuss the trends that were uncovered in the interviews and how they will likely influence the future of training and development. By giving you time to consider proven…
Helping our organizations deliver outstanding business results, while contributing to the skill development and career management of others, is our biggest thrill as training and development professionals. This session will describe how to connect four popular T&D industry tools to create the ultimate development toolbox. Using these tools together creates an airtight organizational commitment to development. You will build better leaders and increase your organization’s talent bench by…
Have you ever experienced frustration when business impact measurement data that was obtained and reported about following a learning solution implementation was challenged at the conclusion by leaders as a causal factor? In this session, you will be introduced to a model, known as need hierarchy, used to link investment made in developmental solutions to business impact. This model comprises four categories of needs, each of which must be identified and addressed on the front end of any…
Helping organizations deliver outstanding business results while contributing to the skill development and career management of others is the biggest thrill as talent development professionals.
With branding, you can blaze a trail for learning in your organization that proves value, adds credibility, creates buzz, and garners support at all levels. Competition for attention, time, and resources in organizations is stiff. With escalating demands on talent, building a compelling brand for learning is essential. Engaging staff, demonstrating value to the C-suite, and aligning the learning function’s brand to the organization’s brand are a must for all talent development professionals. To ensure continued support for investing in learning in these tough economic times, executives must trust that it is central to meeting the business needs of the organization. It’s up to each of us to communicate the learning function’s ability to create growth and better value for the business. Through this webcast, you’ll add the following branding essentials to your portfolio: – tools to assess the learning function’s current brand in your organization – processes to develop and implement an authentic brand for learning – techniques guaranteed to create buzz around learning – links to resources for honors, awards, and recognition to build and sustain a powerful brand.
Dashboards showcase metrics and data on various initiatives and the overall performance of business functions. Leaders use this information to take stock of the current situation and chart a path forward. Learn how to create an executive dashboard that accurately showcases the learning function and communicates your importance to leadership. Who should attend: Managers of the learning function will benefit from this course.
This issue of TD at Work will instruct on how to make sound decisions about which talent development strategies to pursue–ones that will provide the biggest benefit to your organization–by showing how to uncover stakeholder perspectives, optimize strategic alignment, and monitor your training effectiveness.
Becoming a business partner with an organization is quickly becoming the norm, rather than the exception, for training and development professionals. But where do you begin to build the credibility and expertise to truly participate at the partner level in an organization? This issue offers solid advice using a four-step process to build the baseline credibility necessary for a seat at the business partner table. Useful self-assessments are provided along the way to check your readiness for each level, as well as a template to create a business-oriented annual report for the training function.
Instructional systems development (ISD) can be a complicated business, and sometimes you just need an overview. Heres the Infoline for you. This issue provides an ISD overview along with a short profile of each component the simple design model known as ADDIE (Analysis, Design, Development, Implementation, and Evaluation). You will find a detailed explanation of each element along with practical advice on building your next training session using the model. The issue includes a useful course design checklist to keep you on track. Author: Chuck Hodell
Product SKU: 259706 ISBN: 978-1-56286-213-8
Pages: 16 pages Publisher: ASTD Press
Position your consultancy for longevity and growth. “How do I position a talent development business for lasting success?” is a question Stephen L. Cohen fields regularly. In his practice, he hears it posed countless times in countless ways by independent consultants, corporate executives, and training suppliers alike. Cohen fills The Complete Guide to Building and Growing a Talent Development Firm with answers. And it is why he has organized this guidebook by key milestones for establishing a successful consultancy—one specifically focused on content, delivery, and instruction. Whether you want to start your own firm or take the next steps to grow, Cohen has been in your shoes. In his 40-year career in talent development, a deep understanding of industry best practices—and their nuances—has guided his many efforts to found, expand, merge, and even sell thriving talent development firms. Delve into timeless lessons for getting your talent development firm off the ground and start moving your business forward. You’ll find sage advice on overcoming barriers to success and tips for handling potential industry disruptions. Learn to: Build a consultancy that survives and thrives the tests of time.
Decision making is central to the success of your business. A Decision Support System (DSS), if used correctly, can help you make unbiased and quality decision, improving overall performance of your organization. A smart application relies on both human and artificial intelligence. However, make sure that a DSS is customized to specific needs of your business.
Training and development is one of the key HR function. It id the responsibility of the human development department to take a proactive leadership role in responding to training and business needs.
Because of the compelling challenges that future leaders face, there is a need to reinvent management and transform business. The message for future leaders is that they can reconcile themselves to the fact that the future does not hold any promise or they can help to transform the world of business through proactive and visionary leadership.
This article examines the climate change issue and its relation to modern capitalistic forms of rapid and unchecked development. The key themes in this article are that unless businesses take drastic action along with governments and civil society, we would be heading into devastation and destruction of the ecosystems and the planet. Further, this article makes references to recent events such as the floods in India, the red alert pollution in Beijing and China with reference to Climate change.
When it comes to start up a business enterprise, the main barrier/obstacles which youth faces is – financing options. Lets understand the Financial Barrier to Youth Entrepreneurship Development in detail.
Our highlights from The Open University’s Simon Tindall, Head of New Business Worldwide session at the CIPD Learning and Development Show 2017, providing insight from The Open University’s Institute of Educational Technology (IET) research, where they identified 6 key trends in learning for 2017
Mastering Software Development in R Capstone from Johns Hopkins University. R Programming Capstone 2000+ courses from schools like Stanford and Yale – no application required. Build career skills in data science, computer science, business, and more.
Protecting Business Innovations via Copyright from The Hong Kong University of Science and Technology. Protecting Business Innovations Via Copyright Intellectual property rights (IPR) has a great impact on innovation development and society. In …
Protecting Business Innovations via Trademark from The Hong Kong University of Science and Technology. Protecting Business Innovations Via Trademark Intellectual property rights (IPR) has a great impact on innovation development and society. In …
International Business I from University of New Mexico. We live in a world of intensifying global relationships, one in which international business has become the key determinant of economic development and prosperity. This course, Global …
Fundamentals of Global Energy Business from University of Colorado System. Learn about diverse and integrated markets for primary energy, and the essential considerations driving business leaders and policy makers in development of global energy …
Business Strategies for Emerging Markets from National Research University Higher School of Economics. The course aims to transfer the fundamental knowledge and to form the basic competencies necessary for the development and the implementation …
Leads are like lifeblood of business development for B2B companies. All type of businesses require a consistent and steady stream of business leads. One of the most popular options for lead generat…
Have you heard of Web 2.0? What about “Sales 2.0”? There is new sales 2.0 conference that is owned by Selling Power Magazine — it remains to be seen what specific direction they will take it. Is Web 2.0 the same thing as sales 2.0? What is the current buzz surrounding sales 2.0.? There are two camps currently: Camp 1: Sales 2.0 is the use of web 2.0 technologies (and technology only) for sales or sales-related purposes. Camp 2: Sales 2.0 is the “Next Evolution” of Selling — where Selling is taken to the next level What do you think? Add Your comments? Recently, I asked the question to my LinkedIn Network… here is what some people said: View these answers on LinkedIn too ———— Aaron of Office Tools, LLC Says: Sounds to me like you have answered your own question, but it’s more than just using technology and resources like web portals and Blackberries. It’s also combining these technologies into your relationship with the prospect in a manner that is attuned to their comfort level as well, i.e. don’t make your customer a technology guinea pig every time a new tool is introduced. ——————— Martin B Success Coach, speaker, trainer and author. Known for his focused, rapid-results coaching. Says: Again to me it is about integrity, ethics and how they work with the customer for all the technology in the world can not replace that. I think sales 2.0 will include the sales person building an on-line quality reputation that will go with them over time. Of course I think being a CRSP ( Certified and Registered Sales Professional ) is very important as well. Quality relationships take time and SHOULD take time, technology can help but it still demands the basics. http://inquireonline.info/sales/sales-as-a-profession ———————– Nathan, a Director of Client Services Says: Interesting question and I hope this helps. I had been meeting with clients about a potential proposal for two months and doing a lot of work with them in between. They put on events as a part of their business model so I showed up to a happy hour one night to network and build rapport. They called the next day and wanted a proposal immediately. It was for a pretty big project so I got to work immediately. I sent the proposal to the principal and his VP of Advertising (two person show). I got the email from her (VP) Monday morning saying they were going with a different company. I did the customary follow up with an email asking why and didn’t hear back for several days. The VP of Ads is pretty into her myspace account and added me as a friend four days later (we got along well socially). I ended up following up with her on myspace, found out that it was a price point and we are currently renegotiating the terms of the proposal. ————- Brian a Life Sciences Training, Marketing and Branding specialist Says: Great question and one in which I view there being multiple answers to. These answers could be based on existing sales methodologies along with the technology stack, both current and planned, that will used within the sales organization. Sales 2.0 for us is evolving. Sure, we use standard SD processes and have a great CRM in place. Beyond this, what is sales 2.0? – Web advertising – Web networking – Blogs – White papers – SME webinars – Referral marketing – Tying it all together – Any so many others If I were to define sales 2.0 for the industry, I would state the following today. — Sales 2.0 is the sales approach where proven development methodologies are combined and blended with new communication & collection mediums where the client is empowered through the use of information to make well informed decisions — Yes, I said empowering the customer. As the web is now a central point in all communications, providing the information that your client’s seek is paramount to being viewed as a strong player in the service or product field that you serve while this also will help them in making better decisions. When structured property, Sales 2.0 approaches should increase contact to conversion ratios without all the (hub-bub) normally associated with sales development. I view a perfect sales world to be the day that a blinking super ball with your logo on it IS NOT required to impress a potential client, but a well formed and intuitive intake process does so without all the old school glitz. —————— Flyn P, The Inside Sales Guru Says: Sales 2.0 is the integration of all sales best practices as Web2.0 tools are now integrated for websites. I find many people stuck on one sales method over another when all of the methodologies have best practices that are probably applicable to most selling environments. The other half of this solution is that sellers have to learn to embed and incorporate best practices into their sales processes instead of placing the sales process on top of what they are doing. It is my belief that the most effective way to teach a sales best practice is from within the sales process for which you intend to use it. This means you must find the appropriate places and applications for the best practice and then customize it to fit your specific selling process. It is one thing to lean about “impact” questions it is another thing to apply them to your selling. Thus, you take the impact question and put it in the sales process for ABC Co. and make the question ABC’s. Impact Question: “What is the impact of the bottleneck in manufacturing on revenues?” ABC may not have such an issue in their selling — the key problem may be productivity of a widget in an adverse environment. The impact question that directly addresses that issue must be developed and made part of the selling process. The result is salespeople don’t need to figure out how or when to ask the question. That combined with the use of all sales methods and best practices would be Sales2.0. I hope that helps. Clarification added 5 days ago: I have noted that other addressed marketing issues and I would agree with these ideas — I kept my answer strictly to “Selling.” ———- Christian, an International CRM & e-Marketing Expert – Techno-Marketing Specialist Says: Dear Brian, More than a collection of technologies that help sales professionals personalize information for customers and interact with them rapidly, Sales 2.0 should be considered as the synthesis of new technologies, models, processes and mindsets. It is about leveraging people, process, technology, and knowledge to make significant gains. It means integrating the power of Web 2.0 and on-demand technologies with proven sales techniques to increase sales velocity and volume. It also relates to increased communication and collaboration between sellers and buyers and within the selling team, together with a proactive and visible integration of knowledge and measurement of the buying cycle into the sales cycle. It seems that Sales 2.0 truly merges sales and marketing into a seamless effort to target buyers more effectively using innovative and integrated tactics with an objective to bring in a lot more business at a lower cost. It is also about making anything and everything in the sales and marketing lifecycle measurable, so that you can take that information and resulting analysis to further optimise your sales process. More streamlined processes, together with the technologies to carry out smarter approaches, can immediately help organisations that are committed to moving their sales and marketing efforts to the next level of performance and dramatically accelerate their sales cycle. For further insight on this and related topics, please see http://www.saastream.com/my_weblog/2007/11/sales-20-taking.html#more —————– Joe G, a VP and Research Director, Sirius Decisions Says: Sales 2.0 is being trumpeted in the market place as the next wave of sales automation technology that will improve sales productivity, reduce cost of sales, increase customer loyalty and drive sales performance through the roof. Sound familiar?… think of SFA 1.0 promises. Sales 2.0 is – or should be – a focus on adapting customer engagement strategies to the rapidly changing environment that is dominated by the unrelenting evolution of the Internet. While leveraging technology should be a part of any approach, it is just an enabler to a broader sales readiness strategy. Obviously there are a variety of perspectives on what Sales 2.0 is, should or could be. I would suggest a visit to the blog at The Sales 2.0 Network website: http://sales20network.com/blog/ Duncan, A Business Development and Salesperson Says: To me Sales 2.0 is more about leading your customer to the best conclusion rather than ‘closing’ them through manipulation and hard sales tactics. i.e. you should strive to make sure that the product is a good fit for your customers and that your customers are a good fit for your company. The better the fit, the more repeat sales and referrals you will get. posted 5 days ago Nigel: CEO, Sales 2.0. Next Generation Sales Information, Telesales & Consulting Says: Hi Brian, Thanks for asking the question. I think it’s pretty clear from the answers that there is not yet one clear definition of sales 2.0 The way I came up with “sales 2.0” two years ago was through my personal frustration with a lot of the ways we have been selling. Added to that my realization that a lot of these techniques date back over 100 years to John Patterson at NCR. So I saw “sales 2.0” as a statement that we can “take sales to the NEXT level”. What happened after that is that some smart folks in Silicon Valley noted that the Internet is already creating change that we sales people can harness NOW to move our selling to the “next level”. Hence the emphasis on technology solutions in many current definitions of “sales 2.0” So for now we don’t have ONE solidified definition but the most popular one short-term is using Internet tools to boost sales performance. Long-term I hope the buzzword can stick around to really mean “taking the whole sales profession to the next level”. That’s my dream.
I am pleased to share with you some additional details on the partnership launch and member event in the UK. The event will be held at the Ministry of Defence on Monday, September 21, from 10:00 am – 1:00 pm. We will be in the Henry VIII room – an underground room deep in the MOD building with lots of history. Our International Partner, The Learning Sanctuary, has lined up speakers and a sponsor, to provide you with opportunities for networking and professional development. Members and their guests are invited to attend. Space is limited, so please contact us soon if you wish to participate. The agenda is as follows: 10:00 am Welcome – Neville Pritchard, Director, the Learning Sanctuary ASTD – The Full Package – Lauren Forgacs, Director, International Relations, ASTD Challenges for the MOD L&D – Major Andrew Frost ASTD – A Personal View – Lea Toppino, Head of Client Training and Business Development MetLife ASTD in the UK – Neil Lasher, President of ASTD Global Network UK Synchronous Learning – David Smith, InSync Training eu Ltd The Learning Sanctuary / ASTD International Partner – Neville Pritchard 1:00 pm Lunch – Sponsored by InSync Training eu Ltd
(From AllAfrica.com) Kigali – Based on a survey done last year to identify major constraints to business development, the International Finance Corporation (IFC) has launched programs aimed at boosting skills of 70,000 Small and Medium scale Enterprises (SME’s). According to the IFC Senior Operations Officer, Ignace Bacyaha, the survey which was prepared by On The Frontier (OTF) clearly identified lack of skills as one of the major setbacks for the growth of these enterprises. “We believe that boosting the capacities of SME’s will accelerate economic development as it enhances the basis of the country’s taxation, hence growth of the gross domestic product,” Bucyaha said. “The report shows that these enterprises mainly lack skills, access to funding, have no knowledge about taxation and are faced by infrastructural and energy problems. Our initiative to boost skills is only a beginning as we intend to tackle every challenge step by step”. Read more.
Philadelphia, PA ( PRWEB) October 26, 2009 – Even in the best of times, finding a new job is a challenge. So it is no surprise that 42% of people polled think it would be “very difficult” to find a new job in today’s tough economy, according to a survey of more than 2,500 individuals on LinkedIn by Right Management. Right Management is the talent and career management expert within Manpower, the global leader in employment services. Forty-three percent of those responding believe getting a new job would be “somewhat difficult,” and 14% would consider it “somewhat” or “very easy.” Men and women have nearly identical opinions on job hunting prospects, while respondents whose job function is in business development or sales are more upbeat than those in finance. The older the respondent, the more likely the individual is to consider the job search difficult, which may be explained in part by their typically higher salary levels. “Losing a job is one of the top most stressful life events,” said Tony Santora, Executive Vice President for Global Solutions at Right Management. “The job search process can be an anxiety-filled experience, even in a healthy economy. So stress typically comes with the territory.” Read more.
PHILADELPHIA–(BUSINESS WIRE)–Entrepreneurship and emerging businesses are expected to play a major role in the economic recovery. Yet finding a place in the entrepreneurial world can be a challenge; especially if a professional is coming from a large company. BioAdvance, the University City Science Center and Wharton Small Business Development Center (SBDC) are collaborating to develop Career GPS, a program which is designed to help displaced biopharmaceutical professionals navigate the Greater Philadelphia region’s entrepreneurial career eco-system . Career GPS – Navigating the Job Market in the Philadelphia Region’s Entrepreneurial Life Science Community, targets the broad group of life science professionals (manager and above) across the region who are seeking new employment options. The program, which is funded in part by the Delaware Valley Innovation Network, will be held on Friday, November 20, 2009 at The Wharton School of University of Pennsylvania, Huntsman Hall. Registration details will be available at www.bioadvance.com and www.sciencecenter.org beginning on October 1, 2009. “As the recent Milken Institute study of life sciences in our region noted, Greater Philadelphia is in a unique position to redeploy displaced executives into emerging biosciences companies and new ventures and harness the region’s world-class talent to create an unparalleled global hub for new life sciences companies,” said Barbara S. Schilberg, BioAdvance CEO. “Our goal is to redeploy the region’s rich scientific expertise to trigger growth in life sciences entrepreneurship,” added Stephen S. Tang, PhD, president and CEO of the University City Science Center. “At the same time, we can create new connections between established and emerging life sciences firms.” Read the full release.
The American Society for Training & Development announces that Laurance Alvarado, Senior Director with Alvarez & Marsal Public Sector Services, is joining the Society’s Board of Directors for a three-year term, 2011-2013. Mr. Alvarado has more than 24 years of operational and consulting leadership experience driving organizational excellence, sustainability, and thought leadership with governments and multinational corporations in more than 20 countries. His industry experience covers customs and border agencies, departments and ministries of defense, health care departments, public-private partnerships, privatization initiatives, special and economic development zones, petrochemical companies, global supply chain initiatives, and trade agreements. Before joining A&M, Mr. Alvarado was the co-founder and President of an ethically centered strategy, restructuring, and management consulting service. He served as a Senior Director for the strategy and business development unit of the international investment and development arm of Dubai Holding, and led the development and implementation of a governance framework for a $50 billion investment for building a new city. Mr. Alvarado served for two years as the Managing Director, Middle East, for BearingPoint, leading operations, business development, talent management, and consulting ventures. He was a Managing Director of KPMG Consulting and BearingPoint’s Border Security and Transportation Practice, and served as an active duty and reserve officer in the United States Air Force. Mr. Alvarado holds two bachelor’s degrees in business administration from Texas A&M University, a master’s degree in management from Troy State University, and has completed executive education at Columbia Business School.
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.
The ASTD Certification Institute (ASTD CI) announces that Darin Hartley, a 20-year veteran of the training industry, will serve as the 2012 Chair of its Board of Directors. The ASTD Certification Institute is an affiliate of the American Society for Training & Development (ASTD) whose purpose is to set professional industry standards for the learning and development profession. Hartley joined the board of directors in 2010. Hartley currently serves as the Vice President of Sales and Business Development for Intrepid Learning Solutions, a company that designs learning strategies and solutions that improve business productivity. He is the author of several books, including Job Analysis at the Speed of Reality, On-Demand Learning: Training in the New Millenium, Selling E-Learning, and most recently 10 Steps to Successful Social Networking for Business. ASTD CI also welcomes two new board members who will each serve three year terms. The new members are About ASTD and the ASTD Certification Institute ASTD is the world’s largest association dedicated to workplace learning and development professionals. To support members’ ongoing development in the field, ASTD formed the ASTD Certification Institute to take the lead in setting professional industry standards and to certify training and development professionals through credentialing. ASTD CI administers the Certified Professional in Learning and Performance (CPLP) certification program and has awarded the CPLP designation to learning and development professionals since 2006.
The ASTD Certification Institute proudly announces its Board of Directors for 2011. The ASTD Certification Institute is an affiliate of the American Society for Training & Development (ASTD) whose purpose is to set professional industry standards for the learning and development profession. The 2011 Board of Directors’ breadth of experience and expertise enhances the ASTD Certification Institute and demonstrates the Institute’s commitment to providing world-class, professional certification programs to the workplace learning and development field. Board members include: Wayne Benz, Independent Consultant and former Director of International Business Development for the Examination Institute for Information Science (EXIN), brings more than 40 years of experience in the IT field in technical, managerial, and executive positions with bot large and small international IT companies. Benz will serve as the 2011 Chair. Shannon Carter has served as the Chief Executive Officer of the Competency & Credentialing Institute (CCI) since 1999. Under her leadership, CCI realized unprecedented growth in the development and implementation of industry-leading initiatives related to patient safety, competency assessment, and continuing competence. Carter will serve through 2013. Gary Fluitt, Senior Certification Program Manager at Oracle, is a 20-year veteran of the IT training industry. Fluitt oversees the development of professional certification products and is a founding member of the IT Certification Council. Fluitt will serve through 2011. Darin Hartley has 20 years of experience in the training industry. He is currently the Director of Client Development at Intrepid Learning Solutions and has written numerous articles and books about e-learning and social networking. Hartley will serve through 2012. Sharon Rice, with 20 years of association management experience, is the Executive Vice President of Professional Development and Industry Content for APICS – The Association for Operations Management. She is responsible for guiding staff and volunteer leadership teams supporting courseware and instructor development, certification, research, publications, and the marketing of APICS. Rice will serve through 2013.
There is a major transformation taking place at Girls Scouts of the USA and it has nothing to do with cookies.
This 95-year-old not-for-profit organization’s sweeping efforts to increase its appeal and relevance to 21st-century girls focus on leadership development and provable outcomes that benefit girls, families, and communities. Historically known as a premier leadership development organization, Girls Scouts is remaking itself with a revamped business developmental strategy.
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Is your business anaylst worth a million dollars? The role of the BA is not a very well-defined one. But a BA with the right skills will evolve your system development process, and provide unique and workable solutions with minimal delay or cost.
So you wanna save the world? Micromanaging isn’t an option when tackling the health of a nation, but it’s a myth that traditional project management approaches don’t ‘travel well’ from the business sector to international development initiatives. Interpersonal skills and team leadership are critical, even when the deliverables are running water and electricty.
Organizations must build digital platforms to create value throughout the business, from innovative talent and leadership development to bimodal IT delivery. A new global survey of CIOs shows that a shift from fixed systems toward “platform thinking” is already under way.
Economies are interconnected at a level that has never been seen before in the history of business. This has led to executives with tough questions about research and development initiatives, current strategies and business models, and their organization’s overall innovation ability.
Project managers and business analysts share many challenges and concerns, particularly in the areas of requirements, communication, stakeholders and professional development. Here are seven emerging trends, ranging from smaller projects to fewer emails, that BAs and PMs should be tracking and leveraging in 2014.
When a project management office (PMO) is leveraged to its full potential, it can foster strategic alignment, improve project performance, develop future project leaders and support the success of the entire organization. But if the same PMO is left to languish without leadership and support, it can become a burden on the bottom line. This article examines how a successful PMO can be the difference between an average and a world-class organization. In doing so, it reports the results of a 2012 survey conducted by The Hackett Group, showing that of 200 large global organizations those with high PMO use had higher IT costs and failed to deliver projects with higher ROI. It describes the challenges facing organizations including implementing a PMO as well as implementing a PMO that works. It defines a successful PMO as one that works toward delivering concrete strategic benefits to the organization. The article discusses how engaging with business owners to ensure the PMO’s work aligns with the organization’s strategic goals and reviews how leaders need to outline the standards, processes and practices that projects across the organization will follow. It notes how to measure a PMO’s effectiveness and discusses how measurement and accountability are the primary drivers of an effective PMO. It also notes how top-performing organizations invest in the training and development of their project talent, which can help increase an organization’s project management maturity and boost its bottom line.
Today’s business challenges demand a lot from project managers, and leadership skills are at the top of the list. Evaluate how well you’re doing when it comes to these 13 core leadership competencies. It’s never too late to launch a self-development project.