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.
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(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.
In an article posted by Achieve Global in 2008 entitled “Does Training Rely Too Much on Coaching by Managers? it isdiscussed that “training and coaching needs to be long-term companions in developing employees.” Sales Training Drivers is in agreement here and it is centered on the Sales Training Drivers core mission. 1. Integrate Sales Management with Talent Management 2. Create a Dynamic Sales Learning Culture 3. Increase Revenue and Maximize Sales Performance The question of whether sales training is effective after the employee receives it – is an emotional debate on its’ own. Coaching, Training and Managerial Effectiveness has had to change for the better in the Workplace over the past few years to respond to employee conflicts, and behavioral dysfunction between employees and managers. Unclear long term employee action planning is also a detriment to specific business results. Many trainers still do not understand how to tie specific business objectives to individual employee training to determine the impact of organizational revenue and performance productivity. Employee turn-over is the most costly of this mis-managed metric. And, if the Trainer does understand how to deliver at this level, is there enough time, a budget, resources and open communication with management to address such concerns? Sales Training Drivers will be discussing the evolution of this human performance improvement challenge in more detail in up coming blogs. Stay tuned for a lively conversation. We will take a look at the history of training and the different aspects of how it impacts HPI. (Human Performance Improvement).
(Tampa, FL) — In the workplace, do you consider yourself a constructive deviant, a destructive deviant, a little of both, or none of the above? According to research by a University of Tampa professor, some of the most valuable individuals in an organization are both constructive and destructive deviants. In a presentation at the Academy of Management Conference in early August, Bella Galperin, an associate professor of management, argued that deviance — defined as voluntary behavior that violates organizational norms and can threaten the well-being of an organization — can be constructive and functional for organizations, and employees who fail to follow the organizational norms can be the roots of successful innovations and champions of change. “Employees who break the rules and cause harm to the organization are also your organization’s potential change agents. They will break the rules to increase the well-bring of your organization,” Galperin said. Currently, organizations have focused their efforts on identifying and reducing destructive deviants — potentially aggressive and dishonest employees. The costs associated with dysfunctional behavior in the workplace have been estimated in the billions. Read the full release.
Analyzing Organizational Capacity Analyzing Capacity within a business organization can be one of the most challenging of the sales training foundational competencies. The reason is because a positive cash flow from sales revenue generated by a high performance sales force ensures that the company can afford to risk making strategic market decisions. It needs to be able to service and deliver quality products that can be sold to grow the business. What is the function of Business Capacity? Business capacity involves analyzing, monitoring, measuring, evaluating, managing, and planning all functions of the company for financial, statistical, and behavioral data. This process allows business leaders to clearly identify how to grow and sustain the health of the organization. This includes: technological, operational and human performance. You can perform activities that align and maximize capacity measurements and improvements within any part of the organization. According to the ASTD World Class Selling, the definition of “Analyzing Organizational Capacity is to: “Assess and weigh competing requirements against available resources to minimize risk, ensure quality deliverables, and balance capabilities with capacity.” Key actions would include: 1. Assessing resources accurately 2. Balancing risk with goal achievement when determining next steps Should I integrate the capacity of my SALES or TRAINING department? Absolutely! It is extremely valuable for you to understand the financial, operational and human requirements and costs to run your training department. As a Sales or Talent Management Sales Trainer, you are responsible for the knowledge management of the sales team and its’ performance outcomes. The health of your own training department is vulnerable to business capacity shifts and changes. The better you understand how analyzing capacity works the better your departmental efforts will be measured for your own success as a Trainer! How does this relate to Sales Training? Your sales team’s performance in any given month will reflect the increases or decreases in the “capacity” to which the organization can utilize internal or external resources. In this case, we are talking about the companies’ ability to access financial resources that come from new and existing sales revenue. Sales revenue is the anchor of life for all business, The company will suffer in capacity when a sales organization is not strong. The business must be able to “afford” to adapt constant change and if it cannot do that without strong sales leadership, revenue increase and consistent sales productivity. If the organization be able to adapt to capacity changes or sustainability is threatened.
A Sales Management Guide to the New World of Selling As sales organizations scramble to create a sustained competitive advantage, the very nature of selling continues to change. If you lead a sales team and are in search of a better way to implement your sales process, stop guessing and use World Class Selling: New Sales Competencies as your foundation for driving sales results. Based on data-driven criteria from thousands of sales managers, sales trainers, and salespeople, this publication identifies the absolute necessities for building a world-class sales team. Remove the uncertainty from your sales strategy today and put people and other resources in perfect alignment with your organizational sales goals. Get a free chapter of this groundbreaking work by filling out the form below. To protect your privacy, once you enter your details, you will be asked to confirm your email address.
(From The Globe and Mail) — Bombardier Aerospace is one of the world’s largest producers of civil aircraft, with nearly 17,000 full-time employees in Canada. But its areas of engineering and manufacturing traditionally haven’t attracted many women. The company is out to change that. “We’ve broadened our strategy to increase diversity, with having more women throughout the organization as a top priority,” says Elisabeth Buss, director of leadership development and talent management at the Dorval, Que.-based organization, a division of Montreal’s Bombardier Inc. “Increasing diversity is a business strategy: We want our employees to be representative of the community in which we do business.” Women have made up two-thirds of the recent growth in the Canadian workforce, climbing from 35 per cent in the 1970s to 50 per cent in 2005, according to the book Organizational Behavior: Managing People and Organizations. Following its inaugural two-day Women in Leadership Forum in Montreal in 2010, Bombardier Aerospace set a goal to increase the percentage of women in management positions from the current 16 per cent to 25 per cent by next year. Read more.
“I don’t get no respect” could be a catchphrase for an internal consultant-but not anymore. A few days ago, ASTD Press published Consulting on the Inside, 2nd edition, and once internal consultants get their hands on this book and start applying its lessons, they will get respect in spades. How are internal consultants different from externals? Well, let’s look at external consultants first. The external consultant-often perceived as having a lot of expertise, experience, and credibility-is brought in by senior executives to “facilitate a client-requested change without having the formal authority to implement the recommended actions.” He or she is often viewed as an objective outsider, someone who has a lot of broad business experience and knows all the latest and greatest business thinking. Often he or she is viewed as a hotshot who is trusted by the executive team to fix an organizational problem. Internals, however, sometimes seem to lack credibility and aren’t taken seriously. They can be viewed as having an agenda, as not being objective. Also, they lack the broad business exposure that external consultants gain as part of their everyday work. However, internal consultants do some advantages externals don’t have: They have deep knowledge of the organization-its culture, its lingo, its history, the ways things are done-which can give them an edge in getting projects off the ground because they know who to talk to and how to make things happen. In Consulting on the Inside, 2nd edition, Beverly Scott and B. Kim Barnes provide all that an internal consultant could need to leverage their advantages and minimize their disadvantages. The book provides an eight-phase consulting model that allows for the often nonlinear and iterative nature of the internal consulting process. One of the new additions to this second addition is a section devoted entirely to the interpersonal skills that are required for success in internal consulting (and in business in general). The skills that B. Kim Barnes brings her considerable experience and in-depth knowledge to include influence, negotiation, innovation, change, and team effectiveness. And finally one the real values of the book are the tools provided both in the hard copy and on the web. These include meeting agendas, self-assessments, processes, models, flowcharts, and more. So read the sample chapter at the Consulting on the Inside webpage, pick up a copy, and get some respect!
During its 2010 International Conference & Exposition held here, the American Society for Training & Development (ASTD) presented the Excellence in Practice Awards and Citations to 38 organizations from eight countries: England, Hong Kong, India, Philippines, Taiwan, The Netherlands, Turkey, and the United States. The Excellence in Practice Awards program recognizes organizations for results achieved through learning and performance practices and solutions. From 131 submissions, 21 awards and 38 citations were given in nine categories: career development, diversity and inclusion, learning technologies, managing change, organizational learning, performance improvement, training management, technical training, and workplace learning and development. “The winning organizations advance the knowledge and strategic importance of the training and development profession,” notes Tony Bingham, ASTD President and CEO. “The accomplishments demonstrate how the alignment of learning to organizational goals and strategies increases the performance and success of organizations worldwide.” The Excellence in Practice Awards are presented to those organizations with proven practices that have delivered measurable results in achieving organizational goals. The organizations and their partners selected to receive Excellence in Practice Awards are: The Excellence in Practice Citations are presented to those organizations with practices that have shown that they will demonstrate measurable results. The organizations and their partners selected to receive Citations are:
This image appeared in the October 1991 issue of Training & Development magazine. The article compared an orchestra conductor to a manager of the self-directed work team. According to article authors John H. Zenger, Ed Musselwhite, Kathleen Hurson, and Craig Perrin, “What’s called for now is a different kind of manager–more strategic, more collaborative, more faciliatitve, and more responsive to customers, employees, and organizational imperatives.” Sound familiar? The more things change the more they stay the same. Do you have a manager training program in place? What are the critical competencies that managers need to succeed in today’s workplace? For more information about T+D magazine, visit www.astd.org/td.
(By Andrew Paradise and Jennifer Mosley) Every learning professional knows that the struggling global economy has caused considerable distress in the past year. Organizations have been forced to find ways to cut costs, with more pressure than ever. Have learning functions been targets or have they developed ways to adapt? In fact, many organizations are now looking to the learning function for solutions when they face difficult economic conditions. This finding was confirmed in a new study by ASTD and the Institute for Corporate Productivity (i4cp) that examined how organizations manage learning in a down economy. Specifically, the “Organizational Learning in Tough Economic Times” study looks at budget reductions, process improvements, effectiveness of the learning function, efficiency changes, and other lessons learned in reaction to market downturns. The study found that organizational leaders realize that increased pressure from the economy can actually create a need for learning. The processes and focus of corporate learning may change as leaders navigate through difficult conditions, but if the specific goals for learning programs are in place and the drivers for reorganization or adjustment of content are clear, organizations can still rely heavily on learning. However, respondents to the study’s survey cited many pressures on learning, with some activities, such as leadership development, in most critical need during a recession.
SPANNING BOUNDARIES Warning! Your companies market research data has just been hacked! How did this happen? Some sales guy just “spanned his boundaries!” thus the State of a Free Capitalistic System and that is a GOOD thing!Spanning Boundaries is a Sales Training Drivers World Class Sales Competency. It falls under the category of “business insight” and involves the active collaboration of cross functional teams or work groups. The purpose is to collecting critical information on organizational challenges. Sales training and the need for knowledge management will be invaluable to this process as it relates to team building, prospect data collection, cultural behavior analysis and market trends. Knowledge Management is focused on leveraging different knowledge bases that can provide Sales Trainers up to date resources faster and more efficiently than one leader, group or organization can do by itself. In other words, two or more resources working together towards a common goal is better than one. Wikipedia describes it this way – ” Knowledge management (KM) comprises a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable adoption of insights and experiences.”The incoming information is shared, stored and analyzed by knowledge management so that sales leaders and upper level management can address the business climate and organizational development concerns quickly. Boundary spanning teams and workgroups will continue to collect and bring in the information for problem solving and finding new ways to capitalize on learning and development opportunities. The organizational challenges being examined externally by a cross functional sales and marketing teams could include: business intelligence, global competition, changing marketing demographics, cultural development or technological advances by a competitor. Internal boundary spanning by the team could look at challenges and root weaknesses in executive leadership behavior, succession planning, and an in depth look at interpersonal communication breakdown between senior leaders, departmental directors, and managers. Sales Directors and Sales Trainers will look to give Senior Leaders information on how to solve sales revenue and sustainability problems collectively. This will require the deliberate initiation of highly trained boundary spanning teams.What may be most difficult for Senior Leaders, Talent Management and Marketing / Sales Analysts, is that the re-organizing the traditional vertical organizational charts showing how employees directly report to one another will be changed for open source communication. This is no easy task. It pushes the critical need for knowledge management expertise front and center to measure the success of changing people processes. It will need to ensure the alignment and commitment to a collaborative business strategy. However, it has been found that teams engaged in boundary spanning are more likely to achieve team goals. Just be careful of how you collect and distributeculturally diversity information. Gathering this data and dispersing it into the wrong hands could pose serious organizational concerns. Everyone wants real time business intelligence that is critical to stay competitive.
‘Culture’ is a hot topic in organizations, but what is culture? And, how does one change culture? This session will share new research about how to measure and change a key aspect of an effective company culture: Trust. It is based on 10 years of neuroscience research in the laboratory and in businesses. If leaders do not manage culture, it will manage them. This session presents organizational research data that establishes a link between the trust hormone oxytocin and team and organizational…
Are you being asked to change to a performance-based focus at your company? Are you interested in moving into a performance consulting role but not sure where to start? Do you want to be more informed when people discuss performance improvement methods? In this webcast, Joe Willmore, expert performance consultant and author of ATD’s Performance Basics, will share his insights and then answer your questions in a more informal discussion of the topic; when you register for the webcast, be sure to submit your question for discussion. During this webcast, you will learn: – basic principles of a performance-based approach to consulting – how performance consulting differs from training, organizational development, and process improvement – what has changed in the field of performance improvement – steps to take to build your performance improvement skills.
Learn how MGM Resorts provides development and educational opportunities at every level of leadership. MGM Resort’s vice president of talent and organizational leadership will share the company’s development strategy, which is rooted in the company’s core values. MGM’s development strategy is designed to drive engagement and behavior changes that correlate to the rise in guest service that the company has recently experienced. During this webcast, you will learn how to: -Leverage outside the…
The learning function has had a starring role during recent organizational and global change.
Learning leaders from both the public and private sectors met recently to offer solutions to current organizational and human capital challenges. Engaging employees, developing talent, and managing change are among the myriad challenges facing learning leaders in the public and private sectors.
As the world gradually moves into economic recovery, it will behoove leaders to recall lessons from the past years’ turmoil, and to make personal, organizational, and team changes that drive future success.
Appreciative inquiry (AI) is a form of organizational analysis and development based on understanding what currently works well and then building on strengths to make an even better organization. This Infoline describes principles of AI, including using positive language and storytelling to cause change; the 4-D model of discovery, dream, design, and destiny; and the HPI-AI model, which enables workplace learning and performance professionals to apply AI in the context of performance. The issue also provides general tips for using AI, a sample appreciative interview, and other helpful tools and information.
The 2005 edition of the ASTD Team and Organization Development Sourcebook draws on the knowledge and expertise 46 top-flight consultants, team developers, and training facilitators. The book presents a comprehensive toolkit of the most important topics facing organizations today, including managing change, launching organizational initiatives, facilitating teams, goal setting and planning, creative problem solving, building cooperation and trust, and team development. The 40 games, exercises, learning activities, assessment instruments, handouts, tip sheets, and implementation guides are all field-tested and available for use on the accompanying CD-ROM to enable you to implement the most up-to-date training programs for your clients quickly and efficiently.
A primer on the broad field of organization development (OD) and a foundation for understanding of the tools, practices, and core skills of the OD practitioner. Organizational Development Basics will help trainers, training managers, and beginning OD practitioners learn the fundamentals of influencing organizational strategy and direction. Learn the basics for managing change and aligning people, processes, and practices for success.
The process of organizational career development is important for both employees and employers. There may be several unintended and undesired changes as well as consequences that can change the entire scenario.
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...