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For the term "Human Resources".

Change Management Tips – Best Skills

As the speed of change increases, change management is a fundamental competency needed by Human Resources staff and organization leaders. Here are tips.

Employee Wellness in the Workplace – Best Skills

Your workplace should promote a healthy, responsible lifestyle for employees and their families. Use these human resources tips to learn what employers and employees can do to support workplace morale, motivation and wellness.

Staffing With Diverse Work Schedules – Best Skills

Flexible work schedules attract talented employees from different backgrounds and create a friendly work environment. Use these human resources tips to staff your workplace effectively, and motivate and retain employees.

Three Trends Affect Social Media Adoption in Your Agency

While social learning is gaining in momentum among chief learning officers, chief talent officers, and heads of human resources, there are a number of barriers to adopting social learning for an organization. To implement social learning, one has to understand the larger trends affecting the changing workplace, as well as key barriers that prevent the adoption of social learning inside the organization. Three mega trends are having a huge impact on organizations: the increased use of social…

Retaining Troop Talent

As thousands of deployed military service members return to the United States from Iraq and Afghanistan, many will seek employment in the civilian job market. Some veterans leave the military by choice, others are at the conclusion of their tour of duty, and still others leave the service prematurely due to injuries sustained in the line of duty. Whatever the reason for leaving military service, the troops are a diverse and valuable talent pool for the public sector. There is much that learning and human resources professionals, as well as line managers, can and should do to contribute to veteran employment.

Recognizing Meaningful Progress

The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work by Teresa Amabile and Steven Kramer. Passion and Purpose: Stories from the Best and Brightest Young Business Leaders by John Coleman, Daniel Gulati, and W. Oliver Segovia The e-HR Advantage: The Complete Handbook for Technology-Enabled Human Resources by Deborah Waddill and Michael Marquardt The Perfect Hire: A Tactical Guide to Hiring, Developing, and Retaining Top Sales Talent by Katherine Graham-Leviss  

Memorial Hermann Employs Web-Based Training to Remain Financially Viable

The human resources organization development & training (OD&T) department uses a variety of training delivery methods to offer educational opportunities to 20,000 employees across the greater Houston metropolitan area. Memorial Hermann Healthcare System emphasizes the use of technology to reduce costs associated…

Knowledge Walks Out the Door

For many organizations, the only planning being contemplated for retiring baby boomers is determining how many pizzas to order for the farewell party. A surprisingly low 4 percent of organizations reported having a formal knowledge-transfer process, according to a survey of 2,046 senior human resources and tr…

Employment and Benefits Outlook

In a recent survey of human resources professionals and managers conducted by the Society for Human Resource Management, the majority of respondents agreed that turnover will rise significantly once the job market improves, which they predict will occur within the next year.

Banner Health: Keeping the Promise in Challenging Times

Banner’s mission states, “We exist to make a difference in people’s lives through excellent patient care,” and Senior Vice President of Human Resources and Chief Talent Officer Ed Oxford explains that “Journey of a Lifetime” is the natural extension of that mission. “We promise to help make a difference in our em…

UAE consortium formed for INSEAD Executive Leadership Programme

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

Talent Mgmt Strategies in Recession and Recovery

Providence, RI ( PRWEB) March 17, 2009 — HR Technology Solutions, the developer of the HRToolbench online suite of HR applications designed specifically for small and mid-sized organizations, has announced the release of a white paper titled, “The Day After Tomorrow: What steps should you take to prepare your company and its talent management practices for the inevitable economic upturn?” This white paper provides guidance and direction for business owners, executives and human resource professionals who are seeking talent management solutions suitable both for a difficult economy today and improved prospects tomorrow. “Many business leaders are wondering what initiatives they should work on today to guarantee future success,” said Robert Levy, president of HR Technology Solutions. “This paper shows them how to develop an effective talent management strategy that meets their workforce needs during a recession and gives them a competitive edge when tomorrow’s recovery comes.” With insight from leading human resources practitioners and consultants, this paper discusses how development of competencies should be the basis for any talent management initiative, and drafting comprehensive job descriptions based on competencies will prepare a business to meet its current and future talent needs, among other advantages. This paper discusses how to build that strategy, including: ( Read the entire release on PRWeb.)

Survey: How Small Companies Respond to Recession

SAN LEANDRO, Calif.–( BUSINESS WIRE)–As the U.S. recession deepens and monthly job losses reach historic highs, a recent survey of more than 400 white-collar small businesses is shining a light on how small employers are evolving their human capital management practices in a down economy, and how employer practices are directly influenced by whether the small business owner is considered an “economic optimist” or an “economic pessimist.” Conducted by TriNet, a leading provider of human resources outsourcing and consulting services to small businesses, the TriNet Recession Practices Survey polled businesses in the technology, financial and professional services fields. The survey found that nearly half of the respondents fall in the category of being “economic optimists” and saw market conditions as least as good as in 2008. Of the economic pessimists, 34 percent viewed the economy as worse and 18 percent viewed it as much worse than 2008. When it comes to hiring and talent acquisition practices for white-collar small businesses, the survey found that hiring plans are still on the table, but are being scaled back overall, with more than half of respondents saying they will hire fewer employees in 2009. Just as consumer confidence influences the performance of the market, employer confidence influences their business’s response to it . Specifically, 28 percent of economic optimists are planning to hire more employees in 2009 than the previous year and only 4 percent of economic pessimists are planning to hire more in 2009. ( Read the entire release.)

Study: Long-held view of ‘bell curve’ in performance measurement proven flawed

(From Indiana University) — The dreaded bell curve that has haunted generations of students with seemingly pre-ordained grades has also migrated into business as the standard for assessing employee performance. But it now turns out — revealed in an expansive, first-of-its-kind study — that individual performance unfolds not on a bell curve, but on a “power-law” distribution, with a few elite performers driving most output and an equally small group tied to damaging, unethical or criminal activity. This turns on its head nearly a half-century of plotting performance evaluations on a bell curve, or “normal distribution,” in which equal numbers of people fall on either side of the mean. Researchers from Indiana University’s Kelley School of Business predict that the findings could force a wholesale re-evaluation of every facet related to recruitment, retention and performance of individual workers, from pre-employment testing to leadership development. “How organizations hire, maintain and assess their workforce has been built on the idea of normality in performance, which we now know is, in many cases, a complete myth,” said author Herman Aguinis, professor of organizational behavior and human resources at Kelley. “If, as our results suggest, a small, elite group is responsible for most of a company’s output and success, then it’s critical to identify its members early and manage, train and compensate them differently from colleagues. This will require a fundamental shift in mindset and entirely new management tools.” Read more.

Strategic Workplace Learning in the Public Sector – Part II

My last post on this blog highlighted two recent public sector training efforts that demonstrated strategic alignment with priority agency outcomes – both in the US Department of Defense ( http://community.thepublicmanager.org/cs/blogs/agile_bureaucracy/archive/2010/03/29/strategic-workplace-learning-in-the-public-sector.aspx): enabling success in Afghanistan by building cultural expertise at the US Defense Intelligence Agency (DIA) creating a collaborative culture at DIA through an effective onboarding program in which employees learn that knowledge sharing is their own personal responsibility Other Public Sector Case Illustrations Here are brief highlights from other government training efforts that tackle a wider array of challenges – many of which will be featured as articles in the summer 2010 issue of The Public Manager and presented at the American Society for Training and Development’s (ASTD’s) 2010 International Conference & Exposition to be held in Chicago, Illinois, May 16-19 ( http://www.astdconference.org/): Business Analysis Center of Excellence: NY State Office of the State Comptroller This case illustration explores the New York State Office of the State Comptroller’s intensive, cross-agency learning experience aimed at more effectively aligning business analysis with management initiatives. With the assistance of an outside management consulting group (ESI International – www.esi-intl.com), the state organization developed key strategies – including coaching and mentoring programs complemented by skills assessments and other learning programs that continue to refine business analysis (BA) best practices. Education Transformation for Results: Sandia National Laboratories This case study at Sandia, one of the US Department of Energy’s prestigious national labs, demonstrates an approach to begin the process of transforming corporate education into an effective education partnership between an organization’s executive and line management and its HR organization. Sandia Labs’ focus on fostering a learning culture drove its transformation of the Labs’ education process to enhance individual capabilities and behaviors that produce tangible results. It offers a blueprint of how a line management and human resources team, commissioned by the organization’s leader, can create a charter, establish a plan, gather and analyze data, prepare and present recommendations to executive management for action. Practical concepts, checklists, and tools are explained as application opportunities, and innovative approaches to obtain and sustain executive engagement and partnering early in the transformational education process are identified as essential success factors. Pushing Management’s Buttons to Improve Performance at the US Coast Guard This case study highlights several of the most powerful, but under-utilized, approaches to improve workplace performance. The old maxim: “If all you have is a hammer, everything looks like a nail” rings true in the workforce performance field. If all you have is a training solution, then everything is a skills-and-knowledge problem. Yet, research and common sense have demonstrated that oftentimes the performance problem isn’t with the people in the organization, but with the organization itself. This experience brings focus to many of the areas the organization’s leadership should examine before assuming a problem will be solved through training. It includes real-world examples and case studies from the US Coast Guard on how a true performance perspective results in quantifiable and cost-effective returns in individual and organizational performance. Share Your Observations I’ll continue sharing examples of how government organizations at all levels are aligning training efforts with strategic agency goals. If you know of others that align workplace learning efforts with priority mission and management challenges, please let me hear from you.

StepStone Solutions named “Best Talent Management Software Provider in Greater China”

(From marketwire) — The China operation of StepStone Solutions, a global leader in talent management solutions, has been named “Best Talent Management Software Provider in Greater China” by HRoot, the leading management media company in Human Resources in China. Approaching its 6th year, the awards are recognised as a key indicator of the leading providers in different HR service categories in China. StepStone Solutions China was named this year as “Best Talent Management Software Provider in Greater China 2010-2011” for its track record in providing local language talent management solutions, excellent implementation support, and seamless, Internet-based access for HR and employee users from anywhere in the country. The award category is a new entry in 2011, reflecting the evolution in HR management in the emerging China market. StepStone Solutions is the first winner in the category. Since commencing in business in March 2009, StepStone Solutions China has developed a highly localised operation for the region that provides direct project implementation for Talent Acquisition and Talent Management across Beijing, Shanghai, Fujian, Shenzhen and Sichuan. Successful localisation in China of StepStone Solutions’ powerful global technology is also demonstrated by the wide spectrum of customer categories supported, ranging from government agencies and local companies to multinational and medium-sized enterprises. Read more.

Sales Quota Anyone?

The Myths of Salesperson Competency If you stop any sales person on the street and ask them if they are good at what they do, chances are, they will all say “yes!” But ask their manager, marketing department, customer service area, human resources department (or any other function of the firm), and chances are the answer is “no.” The difference in defining sales competence is a matter of perspective. Compounding the problem are two myths regarding measures of competency in sales. Myth#1: Quota performance does not equate to sales competency – A salesperson’s quota is usually determined by management. More often than not, the quota is set as a way to attain a goal of an increased share price or its just pulled out of the air as a “nice-to-have-number” that is bigger than last year. It’s a rare organization that can articulate how a quota was set. It’s even rarer to find an organization that sits down to do the sales math and determine the realistic quota and stretch quota for their salespeople. Without this understanding, how do you know if the quota is too high? How do you know if it is too low? You don’t! Therefore the salesperson that hits quota in an organization that doesn’t know how to set one is not proving his or her competence. Myth#2: Activity level does not equate to sales competency – Many organizations set sales activity goals. They will ask their salespeople to accomplish X sales calls, X phone calls, and X proposals a day. These types of measurements, and constantly hitting them, do not mean the person can sell. Sure, there is a positive correlation between activity and selling, but if I play the lottery every single day I probably won’t win. If I play X lottery games, in X states, and with X amount of money, it doesn’t mean I’m driving towards a win. It simply means I’m increasing my chances. I’d rather have someone that knows exactly what they are doing and not playing the lottery with their sales territory. So what exactly is sales competency? Competence is defined as someone’s knowledge, skill and internal motivation. Knowledge is the building block of competence. Effective sales professionals are continuously learning and they have developed a framework and process for accessing their knowledge. They have a solid knowledge foundation and they understand their strengths and weaknesses. Skill is determined by the knowledge a salesperson has gained plus their experience level. The most skilled sales professionals have stayed in one vertical market or industry for a longer period of time. They have also stayed in the same sales role for a longer length of time (such as outside sales). They have also followed a defined career path with increasing levels of responsibility and complexity of sale. Internal motivation is someone’s self talk, drive, and purpose. Their passion for the product, zeal for the organization where they work, and their positive attitude form the cornerstone for the ability to overcome objections, handle rejection, or deal with poorly set sales quotas. A competent sales person has the ability to move into any organization and gain the trust of the decision-makers. They work to create a situation where buying can occur within an ethical environment at a fair price. They have the knowledge to speak to a CEO, the front-line manager, or the newest employee about what issues and challenges they face. Most of all they strive to increase their knowledge, skill, and motivation so they can be the best at what they do.

Salary Increases Decline in Asia Pacific after one year of economic turmoil

Employers throughout Asia Pacific continue to keep a tight rein on the purse strings in 2009, as salary increases remain at low levels, according to an Asia Pacific Salary Increase Survey conducted by Hewitt Associates (NYSE:HEW), a global human resources consulting and outsourcing firm. This trend looks likely to continue in 2010 as base salaries are projected to rise only slightly in most Asia Pacific markets. The Hewitt 2009/2010 salary increase survey sees a dramatic decline in salary increase in the two prominent markets of China & India for the first time over the last five years. The 2009 actual salary increase rate went down by 4 percent and 8 percent respectively, which is also the lowest salary increases recorded since 2005. This year, there is no Asian market which experienced a double digit salary increase. India had the highest percentage pay rise in the region with the average overall salary increase at 6.3 percent. Indonesia ranks second, with the average overall salary increase at 6 percent, followed by China (4.5 percent) and the Philippines (4.3 percent). Read the full release.

Rewards of ‘Gen-Blending’

Human resources consultant Bette Price has developed the term “gen-blending” to describe the mixing of people from various generations at workplaces. These employees work together as equals to address company issues. “The goal is to collectively brainstorm in order to identify problems and get a broader vision of the company,” says Price, who is publishing a book on the topic. Gen-blending typically involves three generations–Baby Boomers born in the 1940s and 1950s, Generation Xers born in the 1960s and 1970s, and Millennials or Generation Yers born in the 1980s and 1990s. In 2008, media firm Time Warner started a program called digital reverse mentoring where university students tutor senior executives about using such tools as Facebook and Twitter. Similar efforts are emerging in sectors like finance and commercial services, but are mostly concentrated in energy, engineering, and technology companies, says Price. This is because there is a greeter need for knowledge transfer at those firms. where there is greater need for technical knowledge transfer. Many firms continue to offer traditional programs where senior employees mentor junior employees, which experts say lets senior employees feel engaged. Click Here to read the entire Financial Times article by Rebecca Knight. Happy Learning!

OPM Announces Plans to Provide On-Line Training to Hiring Officials Who Will Help Level the Playing Field for Those With Disabilities

The U.S. Office of Personnel Management (OPM) joined President Barack Obama today in underscoring the administration’s commitment to ensuring that every American worker has access to opportunity, including the 54 million people across the nation living with disabilities. To “level the playing field” for those with disabilities, OPM announced it will launch on-line training opportunities for Federal hiring officials. “I believe strongly that the Federal government should be the model of diversity for all of America,” said OPM Director John Berry. “And that America includes an amazing untapped talent pool of people with disabilities who are eager and ready to join the Federal government. We must do more than just enact inclusive policies, we must actively recruit, develop, retain and promote a workforce that is drawn from and represents the diverse faces of this nation.” The training OPM will be offering, and which will be available to Federal agencies in November, is designed to educate managers, supervisors and human resources managers on ways to use the Schedule A Hiring Authority to recruit and hire talented individuals with disabilities. In addition to the training, OPM, in coordination with the Department of Labor (DOL), will hold a hiring fair in the spring for those with disabilities. The fair will bring together a number of Federal agencies that have immediate hiring needs and that will hire “on-the-spot.” For complete article, click here. Happy Learning!

One from the Vault: Sales Quotas and Competency Myths

As we wrap up the year here at Sales Training Drivers, we decided to take a look back at some of our previous posts. This one stuck out, because even though it was written over a year ago, the principles still apply today. So we ask: what are some ways to dispel these myths? What can companies do to create effective and meaningful quotas? Is cold calling the best use of a salesperson’s time? Let us know in the comments! If you stop any salesperson on the street and ask them if they are good at what they do, chances are, they will all say “yes!” But ask their manager, marketing department, customer service area, human resources department (or any other function of the firm), and chances are the answer is “no.” The difference in defining sales competence is a matter of perspective. Compounding the problem are two myths regarding measures of competency in sales. Myth#1: Quota performance does not equate to sales competency – A salesperson’s quota is usually determined by management. More often than not, the quota is set as a way to attain a goal of an increased share price or it’s just pulled out of the air as a “nice-to-have-number” that is bigger than last year. It’s a rare organization that can articulate how a quota was set. It’s even rarer to find an organization that sits down to do the sales math and determine the realistic quota and stretch quota for their salespeople. Without this understanding, how do you know if the quota is too high? How do you know if it’s too low? You don’t! Therefore the salesperson that hits quota in an organization that doesn’t know how to set one is not proving his or her competence. Myth#2: Activity level does not equate to sales competency – Many organizations set sales activity goals. They will ask their salespeople to accomplish X sales calls, X phone calls, and X proposals a day. These types of measurements, and constantly hitting them, do not mean the person can sell. Sure, there is a positive correlation between activity and selling, but if I play the lottery every single day I probably won’t win. If I play X lottery games, in X states, and with X amount of money, it doesn’t mean I’m driving towards a win. It simply means I’m increasing my chances. I’d rather have someone that knows exactly what they are doing and not playing the lottery with their sales territory. So what exactly is sales competency? Competence is defined as someone’s knowledge, skill and internal motivation. Knowledge is the building block of competence. Effective sales professionals are continuously learning and they have developed a framework and process for accessing their knowledge. They have a solid knowledge foundation and they understand their strengths and weaknesses. Skill is determined by the knowledge a salesperson has gained plus their experience level. The most skilled sales professionals have stayed in one vertical market or industry for a longer period of time. They have also stayed in the same sales role for a longer length of time (such as outside sales). They have also followed a defined career path with increasing levels of responsibility and complexity of sale. Internal motivation is someone’s self talk, drive, and purpose. Their passion for the product, zeal for the organization where they work, and their positive attitude form the cornerstone for the ability to overcome objections, handle rejection, or deal with poorly set sales quotas. A competent sales person has the ability to move into any organization and gain the trust of the decision-makers. They work to create a situation where buying can occur within an ethical environment at a fair price. They have the knowledge to speak to a CEO, the front-line manager, or the newest employee about what issues and challenges they face. Most of all, they strive to increase their knowledge, skill, and motivation so they can be the best at what they do.

New Research Reveals That Candidates Seek More Employment-Related Content On Companies’ Social Media Sites

(From PRWEB) — Bernard Hodes Group, a leading provider of integrated talent solutions, released the results of a new research study focused on the utilization of social media networks by companies interested in sourcing and recruiting new talent. The study, entitled “The Employment Conversation: How Employers & Talent are Meeting on the Social Web,” additionally reveals how the online population utilizes social media for seeking career-related information. Among the most interesting findings is that only one-third (32%) of those surveyed and searching social media sites found an employer presence containing helpful job-related information. “Our research supports the importance of a social media presence from a recruiting and branding standpoint,” said Alan Schwartz, president and CEO, Bernard Hodes Group. “Companies must be committed to nurturing their social web presence and ensure that they are connecting with potential candidates in an honest and authentic manner.” According to human resources professionals who participated in the Hodes study, the biggest challenges to deploying social strategies for recruiting purposes are managing internal training and resources needed for implementation, convincing co-workers or superiors that it is a worthwhile endeavor, funding, and organizational reluctance to change. Read more.

New Deloitte Research Finds Increasing CEO Involvement in Talent Management

The fast growing talent gap is prompting even CEOs to add leadership development and recruitment to their busy daily schedules, according to a new report by Deloitte and Forbes. The Threading the Talent Needle report, which features several different takes on talent management revealed through one-on-one interviews with senior leaders at global organizations, described several companies that believe the shortage of qualified people is becoming severe enough to get the CEO’s direct attention. [more]Two-thirds of the organizations in the study cited a critical need for the CEO to meet face to face with high-potential employees. These findings underscore the severity of the human capital shortage, considering that CEOs must add talent management to their daily tasks of directing business strategy, managing finances and working directly with the board. “Our CEO is very much involved in selecting people at higher levels, and he is directly involved in the talent review process in our organization,” said Juergen Brokatzky-Geiger, head of Human Resources at Novartis. In addition to interacting with employees to aid retention and develop skills useful to the organization, some CEOs are even spending time on attracting new talent at all levels. “I personally get involved with recruitment days and sessions that we organize around the world, so I can speak to young people and see what they really have on their minds,” said Peter Bakker, CEO of TNT, a Netherlands-based delivery services company. The effort CEOs are placing on talent management emphasizes the importance building a competitive workforce plays in the future of the organization. For more information on this study, please visit Deloitte’s Talent Management website at www.deloitte.com/us/talent.

Multiple choice or Multiple strategies

This week in a delightful discussion group called Business Creativity (an international but essentially Indian Yahoo group focused on Human Resources), the moderator challenged the list with a multiple choice question in the form of a human resource case study problem (essentially, whether or not to grant paid leave to Don, an employee seeking to further his education on company time). This provoked some interesting feedback, but most of the contributors stayed strictly within the implicit reasoning of the initial choices. I saw this discussion as an opportunity to review some of our classic pedagogic strategies and made the following reply, highlighting some points about formal and informal learning as well as CoPs: I see this exercise as a first phase of creative thinking, and this for three reasons. In other words, questions like this can be a springboard for creativity so long as we accept to think outside of the box and even aim precisely for that by pushing the cases further and, if need be, to their breaking point. Two of the techniques we use in training where an activity starts with a multiple choice are: 1. to use it to brainstorm on ANY and ALL kinds of similar cases within the experience of the group of learners, who then must account for as many elements of context as possible (including, for example, personality issues, social networks, etc.), all of which allows us to discover the importance of these “social reality” issues. In other words, the learners fill in the missing context from the initial case by relating it to real, known contexts. This actually helps, on another level, to build group and individual confidence and to create the reflex of relating what would otherwise be considered as “canned wisdom” to their own very real human context. 2. to go back through a deconstruction phase and find out why each of the initial choices was proposed (i.e. what kind of reasoning lies behind them — including the good reasons that lie behind faulty choices — but also, what was the didactic strategy of the author of the question! – a process which often makes people think on a different and highly stimulating level). These are processes that work well within a group of learners in a seminar but aren’t easy to apply in an online discussion group, where the level of mutual knowledge and personal trust is impossible to assess. They also work well in CoPs (Communities of Practice), which is the major theme I’m now working on, in conjunction with informal learning. As a case in point of the deep compatibility between formal and informal learning, multiple choice questions — the simplest of teaching tools — are highly formal but can provide occasions for lively informal learning. We maintain, of course, that in all configurations people learn mostly from informal exchange, but — as Jay Cross, the leading light on the subject, insists — that formal learning can be structured in such a way as to encourage it. Unfortunately, that still rarely happens. At the end of the day, my answer to Don (in my own context, not the abstract one proposed in the question) would be to throw two questions back to him: what do you need to learn and what are you expecting to learn from the course you want to enrol in? I wouldn’t try to dissuade him from taking the course (and discussing how that fits in to his work schedule), but I would try to better understand what his goals are and how they correlate with mine (i.e. the organization’s). I would use the knowledge gained from this exchange to understand in what form what he needs to know professionally exists (or fails to exist) in our real work context. I would then look at ways in which three separate things can happen: This would probably lead to the definition of one or more CoPs, as well as the integration of Don into one of them. Of course, everything I’ve said above focuses only on the learning side of the problem, which certainly wasn’t the initial intent of the question. But I hope this serves as a demonstration of how something as formal as a Multiple Choice Question built around a specific learning point (in this case, how to manage work time in relation to personal and organizational goals) can stimulate creative contributions. That works, of course, only if the trainer’s attitude is also creative. Unfortunately, many trainers are still thinking in terms of pre-established “teaching points” and fail to recognize what I would call “lateral wisdom”. There’s increasing reason, however, to believe the old school is losing ground and new approaches to learning — first as a complex personal, social and professional goal, then as a process — are truly emerging. The process has always been put first, but the priority of goals is finally being recognized, at least in some quarters. And that should lead to some unexpected new conclusions.

Most HR Execs Give Mixed Grades to Leadership Pipelines

(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.

Listen to the Voices of Measuring and Evaluating Training: Roger Kaufman

The ASTD Handbook of Measuring and Evaluating Training, edited by Patti Phillips, has just released. This book serves as a comprehensive go-to reference and a roadmap to developing effective processes. Each chapter is written by an expert in the field, chosen for their experience and actual results in specific areas. From evaluation planning and data collection, to data analysis and measurement, you’ll gain insights and practical advice from individuals who have applied their tools and methods in organizations worldwide. At the end of the book, a special section called “Voices” hosted by Rebecca Ray features summarized interviews with eight world-renowned gurus. These complete interviews are available as podcasts online! Our next highlighted legend is Roger Kaufman, PhD, professor emeritus of Educational Psychology Learning Systems at Florida State University and a recipient of the Professional Excellence Award. He is also a distinguished research professor at the Institute of Technology in Mexico. A Certified Performance Technologist, he spent years in human resources, training, and engineering positions and served two terms for the U.S. Secretary of the Navy’s Advisory Board on Education and Training. He is past president and member for life of the International Society for Performance Improvement and was the recipient of the society’s Thomas S. Gilbert Professional Achievement Award. Recognized by ASTD for distinguished contribution to workplace learning and development, he is the creator of the Organizational Elements Model and consults worldwide. He has written more than 265 articles and 39 books on strategic planning, management, performance improvement, needs assessment, and evaluation.

LinkedIn Talent Advantage Launched

Companies Respond to Market Conditions and Hire Top Talent Faster MOUNTAIN VIEW, Calif.–( BUSINESS WIRE)– LinkedIn, the world’s largest professional network with more than 35 million members, today announced LinkedIn Talent Advantage, an exclusive suite of solutions for recruiters. The newest feature of Talent Advantage is a “viewer-aware” hiring technology called LinkedIn Custom Company Profiles, designed to help companies present information that is relevant based on a job-seeker’s function, industry, location, etc. LinkedIn saw responses to job postings on the professional network double over the last six months, resulting in more resumes for recruiters to sift through and more candidates to qualify. Yet, the best employee for the job may not be actively looking. LinkedIn Talent Advantage helps HR teams efficiently find the best talent to fill open positions, a growing challenge given HR resource constraints and the cost of making a bad hire. “LinkedIn Talent Advantage lets recruiters unlock the power of LinkedIn’s extensive professional network so they can uncover quality passive candidates who are unlikely to be on traditional job boards,” said Francois Dufour, LinkedIn’s Senior Director of Enterprise Marketing. “Over 900 leading companies already depend on LinkedIn’s recruiting solutions. The hiring market has changed, and the new LinkedIn Talent Advantage is a game-changer for the human resources community.” LinkedIn Talent Advantage now includes: Company Profiles have been available on LinkedIn since early 2008. Now LinkedIn Custom Company Profiles allow companies and recruiters to develop their employer brand and uniquely inform and engage high value candidates with content specifically designed for particular profiles. For example, viewers of a LinkedIn Custom Company Profile have the opportunity to discover: In addition to adding LinkedIn Custom Company Profiles to the LinkedIn Talent Advantage suite of solutions, LinkedIn has also improved LinkedIn Recruiter and LinkedIn Jobs Network, which now includes LinkedIn Talent Match, a proprietary technology that automatically recommends talent matches for job postings. It also includes “Super Viral” forwarding that makes it easier (just two clicks) to forward jobs to people who would be interested or would know a good fit for the open position. Visit LinkedIn Talent Advantage.

Latest Research Finds Onboarding Improves New-Employee Engagement and Productivity

(From Online PR News) — According to a recent Aberdeen Group study sponsored in part by SilkRoad technology, inc., the leading provider of Talent Management solutions, 63 percent of organizations with a formal Onboarding process experienced employee performance improvements within the first year. Aberdeen interviewed 466 human resources professionals for the study, “Onboarding: The First Line of Engagement,” and concluded companies with a formal onboarding process (with a dedicated strategy and objectives) had a 60 percent greater year-over-year improvement in revenue and a 63 percent greater year-over-year improvement in customer satisfaction than those with an informal or ad-hoc onboarding process. The 466 executives identified the most important goal of onboarding as ensuring employees are engaged and assimilated into the company’s culture and to make them productive as quickly as possible. Out of the companies Aberdeen found to have “Best-in-Class” performance, 85 percent have a formal onboarding process in place. Of those top companies, 67 percent also supported onboarding processes with formal learning and development, and 66 percent evaluated its onboarding impact at least annually. Read the full release. For more information on onboarding, consider attending the session From Knowledge Hoarding to Collaboration: New Employees Lead the Wayat the ASTD 2010 International Conference and Exposition!

Korn/Ferry International Named HR Consulting Firm of the Year at China Staff Awards 2010

(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.

Hackett: The Economist, “Managing in the Downturn: Desperately Seeking a Cash Cure”

(ATLANTA & LONDON, BUSINESS WIRE) From Citigroup to British building product maker Wolseley and beyond, the recent global economic turmoil has driven firms to cut hundreds of thousands of jobs. Companies globally have been hammered by the fallout from the subprime-mortgage debacle and its repercussions in financial markets. Many are desperately seeking a cure. And the most attractive medicine on offer looks like cash. But preserving cash in such formidable times presents managers with an unprecedented test of their skills. The Hackett Group President Wayne Mincey is one of the experts cited in this trend story. He discusses Hackett’s new research showing that a typical multinational with revenues of about $23 billion can save up to $400 million a year by taking a hard look at how it runs areas such as finance, human resources and technology. Hackett’s research also estimates that the same $23 billion company could save as much as $1 billion a year by improving the lines of communication between executives responsible for sales, procurement and production ( Read the original story from The Economist.)

Government Workforce Adds Kathryn Medina, Executive Director, CHCO Council

ASTD (American Society for Training & Development) and The Public Manager are pleased to add Kathryn Medina, Executive Director, CHCO Council, to our outstanding line up of government officials, including John Berry and Scott Gould, and subject matter experts like Tom Fox from Partnership for Public Service and Gustavo Crosetto from the U.S Government Accountability Office. Kathryn Medina serves as the Executive Director of the Chief Human Capital Officers Council at OPM. The Council is responsible for the modernization of human resources systems, improved quality of human resources information, and legislation affecting human resources operations and organizations. As Executive Director, Ms. Medina oversees the activities of the Council and works with its members and other stakeholders throughout government, to support its mission and implementation of its objectives. Ms. Medina has over fourteen years of experience in human resources and legal administration, with a focus on Organizational and Human Resource Development. She joins OPM from the global law firm of Paul, Hastings, Janofsky & Walker, where she managed the human resources department in the Washington, DC office. Her work at Paul Hastings focused on the strategic development and implementation of HR and administrative best practices, and the day to day oversight of human resources functions for the DC office of over 230 employees. Join Kathryn Medina and other government professionals on November 2, 2011, at the Newseum, where you can learn all you need to know about how to develop collaboration and innovation throughout the government workforce. Click here to learn more.

Gen Y’s green demands for the workplace

The 18- to 25-year-olds just entering, or poised to enter, the workforce aren’t likely to be satisfied with shared “hotel-style” desk assignments, drab cubicles or windowless spaces that have characterised offices in the past, according to new research that could strongly influence space and energy efficiency strategies in the corporate world. The highly educated, mobile and tech-savvy age group that falls within the demographic band known as Generation Y wants a workplace that’s like them: urban, flexible, collaborative, environmentally sensitive and unconventional. For them, work isn’t just a place they go to from nine to five, then go home. They want an office and a work culture that’s an extension of themselves and their home life – a place that supports what they value – and it better be green, according to a new study by Johnson Controls Inc. that has implications for employers, facility managers, human resources departments and building and office space designers. Johnson Controls released the results of its research project OXYGENZ at the WORKTECH10 Conference in New York. The study is aimed at providing the first look at the workplace expectations of Gen Y – a group often considered as transformers or invaders depending on one’s viewpoint. With the Baby Boomers retiring and millions fewer in the younger generations to replace them in the workforce in the US, UK and Western Europe, employers are trying hard to understand what makes Gen Y tick. Read more.

Defining talent management

I’m reviewing Larry Israelite’s manuscript for his forthcoming book Talent Management: Best Practices and Strategies for Success from Six Leading Companies, and “at the risk of biting the hand that feeds” him says that he feels that ASTD’s definition of talent management is too complex: ASTD’s definition (as published in the “ASTD Talent Management Practices and Opportunities” research report): “A holistic approach to optimizing human capital, which enables an organization to drive short- and long-term results by building culture, engagement, capability, and capacity through integrated talent acquisition, development, and deployment processes that are aligned to business goals.” Larry’s definition: “The collection of things companies do that help employees do the best they can each and every day in support of their own and the company’s goals and objectives.” Now these are very different definitions. One has 38 words, the other has 29. One uses terms like “holistic approach,” “optimizing human capital,” and “integrated talent acquisition”; while the other talks about helping people “do the best they can.” They obviously have different audiences: The ASTD definition is geared toward specialized professionals who use specialized language, while Larry’s definition is geared toward anyone who works. And that last difference is part of Larry’s point: talent management is not the sole domain of human resources professionals, but really belongs to everyone. So what is talent management? Does it belong to everyone, or should it mainly concern human resources professionals? What other definitions are out there? When people talk about talent management, are they talking about the same things? It’s a hot topic these days, but why does it matter? Does it matter more or less now given the difficult state of the economy? Any thoughts?

Cornerstone OnDemand White Paper Examines Why Employee Empowerment is Crucial to Business Success

(From Business Wire) — Workforce empowerment should be a priority for businesses if they want to retain top talent and stay competitive as the market recovers, according to a new white paper from talent management software provider Cornerstone OnDemand. “The Empowered Workforce: Crucial to Success in the New Economy” explores the notion of empowerment – what it means for employees, why it matters for the bottom line, and how organizations can leverage learning and HR strategies to foster employee empowerment. “Closing the empowerment gap is about providing employees with the tools they need to learn and grow, encouraging them to make their own decisions and enabling them to contribute to the success of the business,” said Charles Coy, Director of Product Marketing for Cornerstone OnDemand. “Empowerment also is a key driver of engagement, which can result in higher customer satisfaction, increased productivity, improved retention and a boosted bottom line.” Research from the Gallup Organization shows that companies that had higher-than-average employee engagement also had 27 percent higher profits, 50 percent higher sales and 50 percent higher customer loyalty.1 “Ultimately, every company wants employees who are engaged in their work and empowered to succeed in their roles,” said Nina Ramsey, Senior Vice President of Global Human Resources for Kelly Services, a leading provider of global workforce management services. “Our customers want to work with front-line people who are fully capable of meeting their needs and are committed to delivering excellent service. It’s Kelly’s job to prepare our employees and ensure they are equipped to make key decisions that will help create loyal customers and, in turn, impact the success and profitability of our company.” Read more.

Companies Utilizing Virtual Teams to Reduce Costs, Manage Productivity in Economic Downturn

(From PRNewswire) — A research survey conducted by consulting firm Chronos Consulting has found that more companies in the U.S. and worldwide are utilizing virtual teams to reduce costs, enhance productivity and attract wider talent pools in today’s volatile economic and political environment. Companies headquartered in the United States and Canada, and from industries such as financial services, oil & gas, telecom, cable, call center operations, consulting and transportation, responded to the survey. This cross-industry research survey identifies the top 8 benefits to organizations by using virtual teams as well as the challenges in utilizing them and provides compelling insight and practical recommendations to senior managers tasked with managing human resources and organizational change. It focused primarily on the HR function, but also included the operations and information technology functions at their points of intersection with HR, particularly when utilizing virtual teams. “Our survey was designed to identify the challenges, trends and opportunities provided by virtual teams for cross-industry organizations in North America, especially when dealing with organizational and human resource restructuring,” said Imaad Mahfooz, Managing Principal of Chronos Consulting. “Our goal is to use these results to answer questions like how the virtual team model should be applied to business and what are the top benefits of deploying these teams.”

Chrysler Group Names New Head of Talent Acquisition and Global Diversity

(From www.sacbee.com) Georgette Borrego Dulworth has been appointed Director of Talent Acquisition and Global Diversity, Chrysler Group LLC. Dulworth joins Chrysler Group with twenty years of cross-functional experience in human resources, legal, finance, and corporate administration. She joins Chrysler Group from Cobasys LLC, where she served as General Counsel, managing all legal matters for the company. Dulworth is also the former owner and CEO of Tech-Line Automation, Inc., a certified Michigan minority-owned engineering firm and a Tier 1 supplier to the automotive industry, including the former DaimlerChrysler.

Canada: Workplace loyalty a two-way street

(From The Globe and Mail) Throughout his 14-year career at Hudson’s Bay Co., John Kolliopoulos was the quintessential loyal employee: hard-working, tightly connected with other people in his department, and proud to be part of the oldest company in the country. Then one day last fall, Mr. Kolliopoulos and his co-workers in the IT department were called into a meeting and told their jobs were being outsourced. “Up until that time, I could say that I was a loyal employee,” Mr. Kolliopoulos says. “But all those feelings of loyalty went away when we were shown the door… and now I no longer have any sense of faith or trust in any employer.” It’s a harsh feeling, but if it’s any consolation to Mr. Kolliopoulos, human resources and loyalty experts say that many other Canadian workers today are suffering from a similar crisis of faith in their employers. Nearly a quarter – 22 per cent – of 1,128 Canadian employees recently surveyed by Ipsos Reid said they felt less loyal to their employer. Read the entire article.

Canada: Gov’t Invests in Skills Development and Workplace Safety

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.

Canada: Feuding and Failure vs. Performance and Innovation

(From PRWEB) — Psychometrics Canada, a leading assessment publisher and consultant for the development and selection of people in business, government and education, today announced the results of its study of leadership in the Canadian workplace. In many cases strong leadership has resulted in dramatic effects on work engagement, team performance and innovation. However, the report also shows that poor leadership has negative effects on employee morale, project success and working relationships. The study, which involved a poll of 517 human resources (HR) professionals across Canada, confirms that leadership is seen as an important area of organizational functioning and development. The majority (63.2%) see leaders as having a lot of influence over their organizations’ success, with only 2.5% reporting that leaders have very little influence. The most common effects of good leadership are increased motivation (85.5%), improved working relationships (85.1%), higher team performance (80.7%), better solutions to problems (68.9%), and major innovations (41.6%). Read the full release.

Blogs: Why Doesn’t HR Lead Change?

(From blogs.hbr.org) It’s hard to find leaders of the human resources (HR) function who are active in helping their organization improve the way it works. I asked dozens of people who are in HR or in process improvement to share examples of HR change leaders, and I only found a few. Though it’s rare, here’s an indicator of what is possible. In 2009 Tony Scibelli, Vice President of Human Resources and Operations at Faxton-St. Luke’s Healthcare learned that the Chief Operating Officer and Chief Nursing Officer were going to launch “relationship-based care,” a comprehensive cultural change program to focus doctors’ and nurses’ attention on patients and their families. He offered to have HR involved to address the people aspects. He showed them how HR could weave relationship-based care and continuous improvement into the fabric of this community hospital in central New York, for example by hiring and promoting the right people. He was at the table with them as they planned training and communications, and as they decided how to reward people who took on improvement projects. Read more.

Benefit costs, employee engagement are top challenges as businesses recover from the recession

(From Business Wire) — As they recruit and rebuild after the economic crisis, what concerns top the priority list for human resources leaders? Managing benefit costs followed by improving employee engagement, according to a new survey commissioned by employee benefits provider Unum in partnership with Harvard Business Review Analytic Services. Next on the list are improving recruitment of quality employees and dealing with the impact of health care reform. “Human resources leaders are walking a tightrope in balancing these demands, and they’re telling us that the pressure is only going to increase,” said Mike Simonds, senior vice president for Unum. “Employee benefits providers need to take an active role in helping them balance costs and build a culture that contributes to an engaged workforce.” Among the findings of the survey of nearly 400 human resources decision-makers: Read more.

Awareness Rises, but Women Still Lag in Pay

Companies in the United States, Spain, Canada and Finland lead the world in employing the largest numbers of women from entry level to senior management, according to a report published Monday by the World Economic Forum. Yet the report also found that, despite increasing awareness of gender disparities in the workplace, women at many of the world’s top companies continued to lag behind their male peers in many areas, including pay and opportunities for professional advancement, Nicola Clark writes in The International Herald Tribune. Moreover, many of these companies have yet to implement policies to address these gaps, despite pressure from many of their governments to do so. The forum, based in Switzerland, surveyed 600 heads of human resources offices at the largest employers in 20 countries representing 16 different industries. The poll assessed companies according to a range of criteria, including rates of female representation, whether the companies measured or set targets for gender balance in pay or promotion, and whether they offered benefits, like paid family leave, to promote work-life balance for their employees. Read more.

ASTD Presents its Lifetime Achievement in Workplace Learning and Performance Award to Jack Zenger

The American Society for Training & Development (ASTD) presented John H. (“Jack”) Zenger, co-founder and CEO of Zenger Folkman, with its Lifetime Achievement in Workplace Learning and Performance Award on May 23 at a ceremony during the ASTD 2011 International Conference & Exposition held here. This ASTD award recognizes an individual for a body of work that has had significant impact on the field of workplace learning and performance. Zenger is recognized for his expertise in leadership development and a career that spans more than five decades across corporate, academic, and entrepreneurial functions. His career includes roles as vice president of human resources for Syntex Corporation, group vice president for the Times-Mirror Corporation, CEO of Provant, faculty member at the University of Southern California and the Stanford University School of Business, and founder of Zenger-Miller and Zenger Folkman. “Working in these three areas has given me a unique appreciation for the role of leaders in organizations,” says Zenger. “Working internally in corporations helps me understand client needs now, and academia gave me the opportunity to see the big picture. Plus, it is an enormous reward when students say that I have helped them. I really enjoy giving people new skills that can help them on the job and in their private lives.” Zenger’s seminal works on leadership development include Results-Based Leadership, with co-authors Dave Ulrich and Norm Smallwood (1999); The Extraordinary Leader: Turning Good Managers into Great Leaders, with co-author Joe Folkman (2003); and The Inspiring Leader: Unlocking the Secrets of How Extraordinary Leaders Motivate, with co-authors Folkman and Scott Edinger (2009). In 2002, Zenger teamed up with Dr. Joseph Folkman to form Zenger Folkman, a professional services firm that provides consulting, leadership development programs, and implementation software for organizational effectiveness initiatives, all grounded in data backed by practical ideas. Zenger says his lifelong interest in leadership development can be traced to his childhood observations about how new leaders influenced the functions of the hospital where his father worked as an administrator.

ASTD 2011 International Conference Welcomes Students

Students enrolled in programs and courses that focus on human resources and workplace learning and development have the opportunity to attend the ASTD 2011 international conference at a steeply discounted rate and enjoy special programming on May 24 – Student Day. The ASTD 2011 International Conference & Exposition is the premier event for thousands of workplace learning and development professionals who come from more than 70 countries. It will be held at the Orange County Convention Center in Orlando, Florida, from May 22-25. For the second year the American Society for Training & Development is hosting Student Day and offering students an affordable way to network with learning and development professionals, attend educations sessions, and interact with more than 300 leading vendors. There are several registration options from which to choose. Student Day activities include a networking coffee and welcome; attendance at the General Session featuring Campbell Soup Company CEO Doug Conant; a student-focused information session; tour of the EXPO; and a networking lunch with keynote speaker and strategic leadership expert Mette Norgaard. Full-day attendees will have access to educational sessions in the afternoon. To qualify for a student registration, one must maintain an active ASTD chapter student membership or be taking a minimum of 12 hours per year at an accredited college or university. More details can be found at www.astd.org/students. –

April T+D: Budgets on the Chopping Block

(By Aparna Nancherla) The economic crisis is now common knowledge, even to those who avoid the media in an effort to escape hearing the latest bad news. The latest question on the table is how companies are handling the current situation, and across the globe, the answer is the same-organizations are hastily slashing budgets across a variety of areas. Sixty-seven percent of European companies are planning to make changes to their budgets, according to Hewitt Associates, a global human resources and outsourcing consulting company. The rest of the world is not far behind, with Latin American companies at 63 percent, the Asia-Pacific region at 58 percent, and U.S. companies at 50 percent. “What I find the most surprising is how rapidly companies are reacting to the economic downturn,” says Peter Acker, North American leader of global rewards at Hewitt Associates. “Every region around the world is taking action given the economic situation.” To collect the data, Hewitt conducted surveys across 40 countries between October and December of 2008, covering more than 2,000 companies and 25 million employees. Results showed that the Asia-Pacific region plans to make the most severe cuts in pay, with reductions to pay raises averaging between 1.7 and 5.2 percent, as compared to projections made earlier in 2008. In Latin America, companies are reducing pay raises by an average of 1 percent, and in Europe and the United States, the figures average, respectively, 0.9 percent and 0.7 percent.

Anne Schwartz of UPS Joins ASTD Board of Directors

The American Society for Training & Development announces that Anne M. Schwartz, SPHR, Vice President of Global Leadership Development for UPS, is joining the Society’s Board of Directors for a three-year term, 2011-2013. In her role, Ms. Schwartz is responsible for global training and leadership development, training strategy and governance, the analysis and development of learning technologies, and talent management for the enterprise. During her 24-year UPS career, Ms. Schwartz has held a variety of positions in Small Package Operations and Human Resources, as well as in non-package sectors of the business, both domestically and abroad, including UPS Supply Chain Solutions, mergers and acquisitions, and corporate strategy. Ms. Schwartz holds the SPHR certification from the Society for Human Resource Management (SHRM) and is a member of the Atlanta Human Resources Leadership Forum, ASTD.

5 Common Bad Hires and How to Prevent Them

Recruiters and hiring managers both dread the same scenario: After the first month on the job, the new hire is not the person who shone brightly during the interview and screening process.Maybe he or she needs more time to acclimate, but warning sign behaviors could also signal that a big mistake was made.Here are five types of typical bad hires and how to prevent them.A new hire with a jerky attitude is one of the biggest nightmares for a hiring manager. Offering constructive criticism from a fresh perspective could enlighten co-workers, but being disrespectful or insubordinate, endlessly complaining, or expressing that things were better “in my old job” are troubling.”A poisonous attitude is not consistent with a high-performing culture, and this kind of behavior has a strong negative effect on all employees who come into contact with the new hire,” said Kelly Marinelli, SHRM-SCP, an attorney and president and founder of HR consultancy Solve HR in Boulder, Colorado.To avoid this problem, beware of candidates who are confrontational or negative from the get-go, said Rosemary Haefner, chief human resources officer at recruitment software company CareerBuilder. “If they can’t be positive in the interview, it could be a sign of worse things to come.”Marinelli recommended requesting feedback from others who come into contact with the candidate on interview day, such as the receptionist, the parking attendant or the server at lunch. “It’s tough for [someone with] a bad attitude to maintain the facade ceaselessly, so you may get lucky and catch this bad hire in the act before it’s too late.”New hires who lack the skills they said they had are another huge letdown for hiring managers. Maybe they’re interview aces but they embellished or exaggerated their qualifications and experience.”Good interviewers can assess the level of understanding of certain skills, but it’s always possible that a candidate lacking in the appropriate skill level but who is a great communicator could slip through the cracks,” Marinelli said.These types of hires quickly lose credibility, which impacts trust and working relationships, added Sharlyn Lauby, SHRM-SCP, author, speaker and president of ITM Group Inc., an HR consulting firm in Weston, Florida, as well as writer of the HR Bartender blog. “Depending on the skills they embellished, they could hurt someone or cause damage. There’s a potential liability to the business.”Lauby recommended verifying candidates’ skills and experience with background checks where appropriate and using behavioral interviewing questions to get a sense of a candidate’s depth of experience with a skill.”My favorite way to avoid this disappointing new hire is to include a work task assessment in the hiring process,” Marinelli said. “It’s not just a test to see if candidates actually possess the skills they are representing, but also a great opportunity for them to see if they actually enjoy performing the work that the employer needs in the role.”Marinelli cautioned HR and hiring managers of the importance of ensuring that a new hire is properly trained in company-specific processes and tools. “Make sure new hires have a full and complete opportunity to perform in the new role before labeling anyone a bad hire,” she said.There will be an expected learning curve for all new hires, but if new employees can’t get a grasp on the tasks discussed during the hiring process within a reasonable amount of time, make the same mistakes continuously, or require oversight for even the simplest of assignments and are unwilling to make decisions on their own, they become more of a chore than an assist.”There is an expectation that after a certain amount of time and training, employees are able to do certain tasks on their own,” Lauby said. “If that doesn’t happen, the company needs to understand why. Is it the employee? Or has the organization failed in some way to give the employee the tools they need to be successful?”Many organizations are asking candidates about their “self-learning” skills, she added. Candidates could be asked a question like, “Tell me about a time when you had to learn something on your own. What was it that you learned, and how did you go about learning it?”These are the workers who can’t be found. They just started but they already come in late, leave early or disappear during the day with personal excuses, or they immediately ask for vacation time.”Of course, there may be many understandable reasons that your new hire is late or requesting time off, but you don’t want it becoming a habit,” Haefner said. “Make sure you have a conversation about paid time off and punctuality before a candidate is hired so you can identify any legitimate barriers to them keeping their contracted hours.”New employees who quickly begin angling for a new position could be a problem. In some workplaces, this isn’t an issue at all, Lauby said. “But in workplaces where paying your dues is an important part of the culture, it can create some friction. Other employees might feel that the new employee is being disrespectful even if the new hire is highly qualified.”Climbers may be able to be identified during the interview and screening process by asking about their expectations, she said. “We have a tendency to cringe at the traditional interview question ‘Where do you see yourself in five years?’ but it could be an indicator of candidate expectations. The other thing is for the organization to set expectations. If the company expects employees to work their way up, let the candidate know. Don’t let it become a surprise.”Employers could also consider using the climber to their advantage, Marinelli said. “Direct this hire’s energy toward learning, growing and stretching in the role, and you may find there’s a diamond in the rough that you can turn into your best employee. The downside, however, is when the climber loses interest too quickly because no immediate promotion is forthcoming. This hire can quickly turn into the bad attitude example if employers aren’t careful.”Spotting a climber in the interview process is complicated, she added. “When you ask an interviewee about future career plans, goals and dreams, most are unlikely to say they’d like to stay stationary. You can’t assume every potential hire who wants more in the future is a red flag. Then again, if you have an interviewee who is asking about other jobs during the interview, you can be relatively certain that it’s a problem.”Experts recommend that HR document what went wrong with bad hires and incorporate what was learned into the organization’s hiring process going forward. “A good hiring process requires not only preparation but consistency, documentation and continuous analysis of data so that successful methods can be captured and continued, the need for training can be identified and addressed, and poor processes can be discontinued or adjusted,” Marinelli said.Additional tips include: Copyright 2017, SHRM. This article is reprinted from https://www.shrm.org with permission from SHRM. All rights reserved.

Leadership Development in a Cross-Cultural Organization: Case of Hyundai Motor Group China

This session will introduce the case of Hyundai Motor Group China on developing the human resources development (HRD) roadmap and the leadership training system. The HRD roadmap was built upon as a result of the HRD maturity diagnosis. Defining the current HRD state of an organization, the HRD maturity diagnosis tool gives guidance for enhancing HRD capability within an organization. The tool was composed of three dimensions of strategic human resources development: organizational learning,…

Measuring Return on Investment Certificate

In this certificate course developed by ROI Institute, build the skills needed to develop and deliver effective ROI evaluations for learning and performance, organization development, human resources, technology, change, and quality solutions.

Middle Management Acumen

This TD at Work focuses on the skills that are needed to succeed in middle management, specifically, the top five capabilities every middle manager needs to succeed: effective relationship building, building talent, critical thinking and alignment, optimizing performance, and inspiring excellence. Management is the best and most challenging job, and it provides the best opportunities to have maximum impact. Middle management acumen is a set of capabilities that will help every manager be a great engine for an organizations success. This TD at Work is targeted at helping managers focus on building middle management acumen, as well as providing a training and reference resource for human resources and training professionals.

How To Start A Training Program

Like having your own in-house training specialist that enables seamless training development. How to Start a Training Program will enable you to jump-start training. Whether your company has a one-person training department, a start-up human resources function, or nothing, you can implement successful, cost-effective training programs that will produce tangible bottom-line results. Learn how to create a business plan, develop standards and policy, and create and adhere to budget.

Role of HR in Change Management

Lets discuss the role that the Human Resources Department can play in supporting and enabling change.

How Using the HR Scorecard Creates Long Term Value for Organizations

Typically, the HR Function operates under tight shorter term targets and goals. The advent of the SHRM Paradigm meant that organizations began to consider the human resources as sources of sustainable competitive advantage. In this context, tools such as the HR Scorecard help the organizations to measure and compare data related to broader value creation over the longer term. As what can be measured can be tracked, monitored, and controlled, use of metrics based tools such as the HR Scorecard means that organizations have a better grip on how much value the HR function is creating in the longer term.

Impact of Business Process Re-Engineering and Improvements

Business Process Engineering and Improvements change the manner of perception of the Organizations towards their work force. Those who have adopted the new perception consider their human resources as one of the core elements that is crucial for developing their core competence.

The Necessity of Drafting Proper and Foolproof Employment Contracts

Employment contracts govern the employer-employee relationship. Thus, there is a need to draft precise and proper as well as foolproof employment contracts so that there are no legal disputes from misinterpretation and misunderstanding. Apart from that, with the changing nature of the employment relationship, it becomes clear that Human Resources professionals must change with the times and specify the nature of the employment as clearly as possible. This article examines these themes from multiple perspectives.

Importance of Infrastructure in a Nation’s Development

This article discusses the importance of infrastructure in a nation’s development. The various components of such infrastructure including roads, ports, and airports along with human resources and the necessity of urban planning are all examined in detail. The key themes in this article are that unless nations invest in their infrastructure, they would be unable to grow faster and that there are no shortcuts in this process and no substitutes for such investments.

Providing Learning Solutions in an HR Enterprise | d’Vinci Interactive

ADP is a leading provider of human resources related products and services to businesses and organization of all sizes all over the world. In an environment obsessed with HR best practices, Carolyn Peer and her team must provide learning solutions that meet high standards and drive ADP’s business goals. Read Carolyn Peer’s presentation at the Training Industry Conference & Expo:

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Overview of Role of Chief Learning Officer

Chief Learning Officers are often found at larger organizations where the human resources department is broken out into various specialties. CLOs, who are sometimes called chief knowledge officers, usually report either to the top talent officer or the chief executive officer (CEO). A CLO’s responsibilities may include on boarding, training courses and materials, employee development initiatives, executive coaching, knowledge management and succession planning. CLOs may also supervise the selection and implementation of learning technology, such as learning management systems (LMS). CLO Job Responsibilities: Develops an organization’s educational process Promotes knowledge management Institutes effective training strategies Directs large scale change management...

Evolution of Collaboration Among Federal, State, and Local Agencies

Health and Human Services Secretary Kathleen Sebelius came into office in the midst of the H1N1 public health crisis and faced a series of crises throughout the first Obama administration. Her focus was, at first, to marshal the resources she had at her disposal to address the crisis. But after the first wave of H1N1 passed, Sebelius was less focused on responding to the current threat and more focused on building new and enduring structures of collaboration within the government and across sectors to address future public health threats.

Workplace Conflict is a Management Problem

(From CBSNews.com) — Why can’t we all just get along? Because we can’t. Welcome to the Petrie dish of human dysfunction called planet Earth. And yes, you really are welcome. Misery loves company. Conflict is as natural for people as it is for animals. As long as territory, food, mates, and in the case of humans, money, are limited, there’s conflict. It is what it is. Not only that, but as environments go, the workplace is a relatively small, closed system. Talk about a zero-sum game. There are limited raises, promotions, recognition, resources — everything’s limited. It’s surprising anything gets done at all. Really. So, despite the best management and organizational systems, conflict happens, right? Well, yes and no. While it’s convenient to blame employee conflict on differences in personality and style or folks just behaving badly, in reality, that doesn’t cover it. Not even close. In my experience, many – if not most – workplace conflicts are a function of management problems. It’s true at just about every level in the organization. And when management conflict is chronic, that’s almost always a sign of executive dysfunction. Don’t believe me? Here are 7 examples of leadership or organizational issues that create breeding grounds for employee conflict. Shared, split or unclear responsibility. When responsibility is shared or isn’t clearly defined, that’s a recipe for disaster. That’s why I don’t believe so-called “two in a box” management works unless the functions are discretely divided. Even then, there are conflicts. I see it time and again at all levels. Centralized organizational functions. Whenever you have centralized organizational functions like HR, IT, marketing or sales, for example, there’s serious potential for conflict between people fighting over resources. Happens all the time. It’s a resolvable matrix management issue, but it isn’t easy and not every company gets it right. Ineffective compensation and review systems. Nothing breeds employee-level conflict more than when compensation or review systems are dysfunctional. For example when criteria isn’t well-defined, there are more exceptions than rules, or promotions and raises are done by tenure instead of merit. Up and coming stars thwarted by “the system.” The opposite of the above is when review and compensation systems aren’t flexible enough to allow for certain individuals with star potential to be identified and offered an accelerated path. Read more.

The Senate HELP Committee holds hearing on WIA Reauthorization; is there HOPE?

Two weeks ago, the Senate Health, Education, Labor and Pensions Committee (HELP), took a short break from the health care issue to discuss the publicly funded workforce system and the Workforce Investment Act (WIA) reauthorization. It doesn’t appear that the bill will be reauthorized anytime soon, but I am more hopeful now that I was before due to several reasons. As most of you know, the WIA has been overdue for reauthorization for 5 years, all of it due to politics. The bill gets re-appropriated every year, so states and local boards still get their funds for training and other workforce related services. The issues are all around what I like to call the “rules” of WIA. What are the guidelines that will service the workforce system that will make the most sense? In most cases both sides agree on most items (sounds crazy but true). It’s the “details” that seem to be the most contentious between the parties. So, we go to last week’s hearing. This was not the first hearing for the HELP committee on WIA, but it was the first public hearing for the new Assistant Secretary of Labor for the Employment Training Administration, Jane Oates. Along with Oates was Undersecretary of Education, Martha Kanter, who also testified on WIA. For someone who has personally worked in the system for a long time, it was very interesting and satisfying to see education and labor discuss mutually agreed interest in WIA. Oates made the comment and pointed out that we (the federal government) require Health and Human Services (HHS), Labor, and Education (mandatory WIA partners) to work together at the state and local level; and that we should also “up here” at the federal level work together for the betterment of the system, suggesting that her colleagues in Education and HHS should do the same as everyone else in the system. She offered to start those meetings at the federal level now. She also stressed the points that most of everyone agrees on, that the sequential services mandates in WIA should be removed in the new bill and that youth services need more streamlining. I think you will hear more from her in the future as the bill moves through Congress. The second panel to speak to the senate was another group of people who work in or have benefited from the resource allocated from the WIA system. I, along with others, are still hoping that both committees in Congress working on WIA will eventually talk about, and invite those to speak to, the “rules” of the WIA system. They shouldn’t just talk to those who receive the resources and are happy about receiving those resources. I am hoping that this bill will be reauthorized soon!

Student Day Premieres at ASTD 2010 International Conference & Exposition

The American Society for Training & Development (ASTD) announces the premiere of Student Day at the upcoming 2010 International Conference & Exposition to be held at McCormick Place in Chicago, IL, May 16-19. On Student Day, May 18, students enrolled in human resource development (HRD) programs may attend the conference and exposition free of charge. Included in Student Day offering are: In addition to these activities students will also learn about ASTD’s John Con Student Membership Scholarship. ASTD will offer six student memberships and one international conference registration as part of the scholarship offering. Applications for the scholarship will be accepted during the Fall 2010 semester for 2011. Student Day is sponsored by ASTD’s Academic Partner Program which serves the higher education community – students, faculty, and staff – with learning and development resources that have been proven to make an impact in business environments. The Academic Partner Program will feature a series of sessions at the ASTD 2010 International Conference & Exposition geared to HRD faculty and department heads. There will also be a Faculty Forum and special Higher Education Networking Reception. For more details on the higher education offerings at ASTD 2010, or to register to attend, visit http://www.astd.org/ASTD/Partners/Academic/app-conference.htm.

Strategic Sales Training

It’s time for some new thinking in sales training. Clearly, there is a need for more comprehensive approaches to increasing individual competency and building sales capacity. The current approach just isn’t working. Let’s look at some of the newest trends in sales and sales management, and how they can help: Talent management. Studies have shown that a deliberate approach to talent management, including the recruitment, selection, orientation, engagement, and retention of top sales performers, results in annual sales force turnover of less than 10 percent (BPT Partners). Top sales organizations focus keenly on the proper identification and selection of new sales team members who have the best fit for building the sales team. That means they fit withing the sales culture, selling system, and types of products being sold. S kills development. Training is conducted with the purpose of helping salespeople increase their knowledge of the business and developing higher level skills, not just focusing on one element of the sales training mix such as product knowledge. Sales leaders coach and develop their team members. Sales process execution. Once equipped with the appropriate knowledge and skills, salespeople must be free to use them. They must be permitted – and expected – to take initiative, use good judgment, and make ethical decisions. Yet, 81 percent of sales organizations say that they don’t have a consultative sales process or are not following the one they have. Foundational selling skills. Skills such as presentation skills, speaking, closing, and follow-up – seem to be less important in today’s selling climate. Don’t get me wrong, salespeople do believe that addressing tough customer requirements, leveraging industry knowledge, and troubleshooting complex business problems provide the right customized experience for the buyer. Salespeople can provide value to buyers through a collaborative approach that co-creates a solution through a complex sales cycle. These approaches require salespeople to develop a wide variety of skills to keep pace with the increasing sophistication of the market and of their offerings. A competency model can help to define and guide that development. A competency model. A sales competency model can serve as an objective foundational starting point that can help to forecast and address knowledge and skills issues that arise due to the changes in markets and demographics. Consider the impact of a younger workforce: Will the only gap be one of turning knowledge into skill? How will companies turn the raw, undeveloped abilities of these younger players into consistently applied talent? What resources do we have for the bright, knowledgeable sales-team member who lacks the interpersonal skills to form lasting relationships with customers? And how will we address the loss of accumulated knowledge and years of experience when our most senior salespeople retire – many of them within the next five to ten years? If the experience of maturing workers is important to a company’s success, how can that experience and expertise be captured and transferred to younger, less experienced workers? Sales trainers, sales managers, and company executives must be more concerned with providing a holistic learning and development progression rather than relying on ad-hoc sales training activities. Furthermore, management must take a more proactive role in promoting the importance of this development and supplying adequate resources. Right now, many companies’ leaders are getting in the way of their sales teams’ success: In response to the ASTD survey, 44 percent said that there was a lack of management buy-in to sales training in their organizations, and 42 percent said that management’s short-sighted focus on results was an obstacle to successful sales training. To engineer world-class sales performance, sales team development must be holistic, all-encompassing, and proactive. There must be a paradigm shift in thinking, from “sales training” to “sales development and performance.” Sales training must quickly and deliberately evolve from a sometime activity by sales managers to an intentional, qualified effort that is directly tied to business strategy and measured according to business outcomes. Its practitioners must be knowledgeable, dedicated, and guided by a competency-based approach. A quantum shift to sales development and performance will bring sales team members together with professional sales trainers to create positive, progressive change by balancing human, ethical, technological, and operational considerations. A competency-based approach can help organizations attain business outcomes and results by focusing on sales-team member knowledge, skills, values, attitudes, and actions in relation to the workplace environment. For example, a competency-based approach allows sales development and performance professionals to work with a hiring manager to select new employees who demonstrate the agreed-upon competencies and expertise required to be successful in the position. These competencies then become part of the performance management system to monitor and evaluate the individual’s performance on the job. Finally, these competencies serve as the basis for guiding future development. A competency-based approach applied to the sales organization can provide a firm foundation by which sales team members can develop. With this approach, development efforts aimed at helping sales team members gain basic skills, technology skills, or even management skills are designed to be immediately applicable. Salespeople must continually develop new skills in order to contribute to the growth of their companies. The only way for companies to grow and compete in a rapidly changing global business environment is to have a skilled sales team that is innovative, understands the economic environment and marketplace, and is driven to excel within their industry. This requires the right people, with the right skills, at the right time. The tools and systems created by a competency-based approach to sales-team development can help organizations overcome many of the barriers cited here and maximize the potential of their sales force.

March 2014 Letter to the Community

This month I am really excited to talk about a few new things on the horizon. First there are two fantastic new titles available for pre-order: The ASTD Handbook, 2 Edition, and the Leaving ADDIE for SAM Field Guide. Both of these highly anticipated resources are launching at ASTD 2014, and the authors will be in the ASTD Store to sign your books and chat about what makes their respective titles so very must-read. Speaking of the Handbook, the L&D Blog is featuring a series of sneak-peek articles written by Handbook chapter contributors, starting with Patti Shank and Renie McClay. Renie offers some highlights from her chapter, detailing how the globality of work is affecting the L&D field, and performance support guru Patti reminds L&D professionals that they need to know whether training is the answer to the actual performance problem. Not to be missed! And lastly, I am pleased to be among the first to let a very big cat out of the bag. You have probably seen the Science of Learning track making its first appearance at ASTD 2014. The great news is that this track is just one offering from the new Science of Learning Community of Practice, which launches officially in May. Get in on the ground floor of this community for practitioners interested in research-based approaches to designing and delivering learning and improving performance. Sign up for the newsletter to stay on top of developments in human cognition, neuroscience, organizational behavior, and more, and discover new ways to apply the evidence to your practice. You can view the full March newsletter as a web page here. If you are not yet singed up for Inside L&D, now is a great time! See you in April!

Learning from Carnegie: Strawberry vs. Worm

In 1936, Dale Carnegie published the bestselling How to Win Friends and Influence People. The book has been a massive success and remains a popular resource today for those looking to succeed in both personal and professional endeavors. One of Carnegie’s fundamental techniques inworking with people was to arouse in the other person an eager want. My Father employed this very technique when I was in the 9 grade. He wanted me to read Carnegie’s book, but what arouses that kind of eager want in a teenager? He used a rather persuasive argument and I happily read the whole thing. Carnegie, contemplating this idea of creating “an eager want” in others, had an enlightening experience and explains, “I often went fishing up in Maine during the summer. Personally, I am very fond of strawberries and cream, but I have found that for some strange reason, fish prefer worms. So when I went fishing, I didn’t think about what I wanted. I thought about what they wanted. I didn’t bait the hook with strawberries and cream. Rather, I dangled a worm or grasshopper in front of the fish and said: “Wouldn’t you like to have that?” Why not use the same common sense when fishing for people?” There’s something to be said for fishing with the right materials. Strawberries and cream would have been awfully difficult to get onto that hook. But, if strawberries and cream are your only bait and fish are your only audience, then it’s time to get a little creative. If you’re anything like me, you’ve already thought of several (“creative”okay, absurd) ways to make it work. However, if you have worms, use worms. Besides, even if you manage to get one of those pureed strawberries and cream ice cubes to last on the hook, those fish still prefer worms. Why make it harder than it needs to be? Find what works for your audience, use those resources to the best of your ability, and watch the fish bite. In his book Influencing Human Behavior, Henry A. Overstreet comments, “Actions springs out of what we fundamentally desireand the best piece of advice which can be given to would-be persuaders, whether in business, in the home, in school, in politics is: First, arouse in the other person an eager want. He who can do this has the whole world with him. He who cannot walks a lonely way.” What are your ‘strawberries and cream’? What are your ‘worms’? Who are your ‘fish’ and what are you doing to get them hooked? And, if you’re curious what motivates a teenager to read something other than the TV guide, try cash.