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For the term "Performance Management".

Survey! State of Sales Management Training

We wanted to let you know of some recent research we’re conducting on a very important topic – Sales Management Training. Respond by the deadline and you could win an 16 GB Ipod Touch! We know your time is valuable – and we have purchased two 16 GB Ipod Touch’s to give away at the close of the survey – just for participating in this 20 minute survey. Not only will you enter into the drawing, but your response will help us research and share best practices on Sales Management training. So, we’ll also give you a summary report when it’s finished. We have teamed up with sales and marketing research team at Northern Illinois University and Georgia Southern University to study the latest trends in sales management training. Please click the link below to take this 20 minute survey to help advance the profession of sales management, enter into the drawing for the Ipod Touch and receive a copy of the results! Please click here to take the survey by April 1st, 2009: http://www.zoomerang.com/Survey/?p=WEB2293XHQNX5E Times are tough in many industries and occupations. Sales managers are finding themselves caught between a “rock and a hard place” when it comes improving the entire sales team as well as improving their own sales management and performance skills. Recent research by the American Society for Training and Development found that less than 15% of sales managers receive sales training on a routine basis. Also, by taking the survey you’ll be able to receive a copy of the final report, allowing you to benchmark the best practices, actionable content, and current delivery methods that others are using to improve sales management success within their industry. Your participation will also enter you into a drawing for an Ipod touch!

Study: Project Management Training Yields Significant Results

(From hr.blr.com) — Firms providing project management training to their employees say that it is a cost-effective investment. In fact, participants in a recent benchmark study reported an average 26% improvement across eight measures of project and business performance. Read more.

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.

Sales Training Management Dilemmas

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

Putting Together the Pieces of the Talent Management Puzzle

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

New Project Management Benchmark Study Confirms Value of Training Initiatives

(From Business Wire) — A new benchmark study from project management firm PM Solutions, on “The State of Project Management Training,” found that the average firm invests US $2,211 per year per employee for project management training. Multiplied across a department, division, or enterprise and this figure can swell into a major line item. Is it effective? Is it worth the expense? The results of PM Solutions’ study confirm that project management training – particularly courses that are instructor-led – is worth the investment. Firms reported an average 26% improvement across eight measures of project and business performance as a result of training initiatives. PM Solutions surveyed 262 high-level project management employees from 247 large, midsized, and small organizations in various industries including manufacturing, health care, technology, professional services, finance, and government. The primary purpose of the study was to identify factors that may lead firms to make better decisions regarding their project management training initiatives. The results point to the specific training methods used and their effectiveness, the revenue invested and the goals accomplished, and the improved business results demonstrated. “You can’t overestimate the importance that well-trained employees have to an organization – training and experience have as much or more impact as even the best technology or processes,” said Matt Light, Research Vice President at Gartner Inc., the pre-eminent advisory firm to the global information systems industry. “As enterprises grow increasingly ‘projectized,’ studies by Gartner and other industry thought leaders show that training in project management is essential to improving performance.” Read more.

Meet the Metrics! Sales Management Madness.

YOUR SALES MANAGER IS NOT AVAILABLE TO ANSWER THAT QUESTION. YOUR EXPERIENCED SALES REP JUST LOST ANOTHER SALE. THE TEAM NEEDS TRAINING…(AGAIN). What is the problem here? The Sales Team has many needs for accomplishing its objectives. As Sales Trainers, your responsibility rests on your ability to teach your sales reps and sales managers HOW to manage those objectives. This can be done by isolating the specific metrics, processes and competencies. What are those objectives? What processes do you design that meet business goals? What metrics are you focusing on to drive performance? What competencies have you identified in EACH of your sales team members? WHAT EXACTLY IS YOUR SALES TEAM DOING, SAYING AND ACCOMPLISHING AFTER YOUR TRAINING IS OVER? It is important now for Sales Trainers to keep on top of the details of sales by focusing on training teams how to execute the right sales activities at the time, with the right knowledge, and building up the people you hire on the sales force the right way. The benefits of focusing on training impact are well worth the impact study: The amount of money gained, time savings and team performance increases are too high to ignore. A Sales Trainer can develop training systems that keep sales management operations manageable and profitable. IS YOUR SYSTEM WORKING? The end result of how your sales management team operates depends on how masterful you are at teaching, duplicating and re-focusing on the metrics, processes and competencies that drive your sales performance results. If the trainer does not monitor this closely, the impact of their training will not likely produce a successful outcome long term – and is usually seen in the unstable monthly sales revenue results and costly turn over in sales employees. This is not a good testimony for sales training – and unfortunately it exists in far too many organizations. Sales Training Drivers is committed to helping you identify these challenges and offering real world solutions to drive sales.

Many Companies Move to Automate and Integrate Talent Management

At a time when talent management has become a much higher priority for companies, many are planning to replace their manual talent management processes with automated ones that integrate compensation, recruiting, performance management, learning management, career development and succession planning, according to a survey by Watson Wyatt, a leading global consulting firm. Watson Wyatt’s 2009 HR Technology Trends Survey found that more than half of companies (56 percent) are planning to use more talent management technology over the next 24 months. Among those companies, 46 percent said they plan to integrate their existing technologies or leverage their current integrated systems, while 27 percent will start from scratch with a new integrated suite. The survey, which was conducted in February and March 2009 and includes responses from 181 large employers, also found that 37 percent of companies have made talent management a higher priority as a result of the economic crisis, while only 15 percent of employers have made it a lower priority. Read the full release.

Integrated talent management, good HR and leadership

(From Canadian HR Reporter) — i4CP sent a newsletter recently commenting on the need for “integrated” to be added to the term “talent management” in order to update it and make it more powerful as they suggest in a new book. They mention the number of providers in the area changing names – StepStone Solutions to Lumesse and PeopleClickAuthoria to PeopleFluent. It sometimes seems as if every update of strategy requires a new name, though the new ones sometimes don’t seem much more enlightening than the old. It got me to questioning the use of the term talent management itself. I have always taken it to be an umbrella that takes in finding, recruiting, orienting, developing, managing and tracking performance and then moving people up through effective succession planning all the way through their careers. That definitely calls for integration of many HR functions and beyond, since line managers have to be central in many of the pieces – from supportive coaching on the development side to career planning conversations with individuals. They are definitely needed for effective succession planning discussions among groups of managers so everyone agrees on how to rotate people through progressively challenging assignments across different divisions to season their leadership knowledge and skills. Read more.

How Not to Conduct a Performance Review

(From The Huffington Post) — For better or worse, performance evaluations are a reality in business. But just because they are necessary, it doesn’t mean they are being done in a way that produces productive and constructive results. In fact, at their worst, they can cause employees to recoil, spreading insecurity, self-consciousness and fear. No matter what type of organization, performance evaluation goals should be fairly consistent across the board. Mainly, they should be used to communicate how well an employee’s performance meets the needs and demands of his or her role within the organization. So, yes, it is a performance management tool, but it is also a vital communication vehicle. If companies would see it as such, the process itself would improve markedly and net much better results. At its core, employees need to walk away from their evaluation understanding what effect their past behavior has had on the business and also, what they can do going forward to ensure they continue contributing to their own growth as well as to that of the company’s. Perhaps the most far reaching cause for problems during any type of performance management in general, and evaluation specifically, is the inherent discomfort and resistance that managers experience in having to deliver what they perceive as “bad news.” So, before further analysis can be devoted to what makes a review succeed or fail, one must first be clear about what organizational results this evaluative process needs to produce. Read more.

Honest, Humble Workers Associated with Higher Job Performance

(From EHS Today) — “Researchers already know that integrity can predict job performance, and what we are saying here is that humility and honesty are also major components in that,” said Dr. Wade Rowatt, associate professor of psychology and neuroscience at Baylor, who helped lead the study. “This study shows that those who possess the combination of honesty and humility have better job performance,” Rowatt said. “In fact, we found that humility and honesty not only correspond with job performance, but predicted job performance above and beyond any of the other five personality traits like agreeableness and conscientiousness.” The Baylor researchers, along with a business consultant, surveyed 269 employees in 25 different companies across 20 different states who work in positions that provide health care for challenging clients. Supervisors then rated the job performance of each employee on 35 different job skills and described the kind of customer with whom the employee worked. The ratings were included in order to inform higher management how employees were performing and for the Baylor researchers to examine which personality variables were associated with job performance ratings. Read more.

High Performance Selling…is always an option. Opt in!

Identifying Options In determining the best course of action while assessing a selling situation, there are a few things you need to consider. As a Sales Trainer, you should make sure that your training is offering the maximum benefits to the sales team by identifying the options necessary to close the sale effectively. Teach a Sales SYSTEM Your sales organization needs a SYSTEM to succeed. Sales system training should be focused on finding find a potential opportunity or problem, not to solve it! This sales system would uncover and help you evaluate all the options needed to execute a consistent track record of sales performance. Your sales training should be focused on finding options that service the buyer first. This will be done by building knowledge, skills and attitudes while engaged in prospecting, pipeline management, and account/sales management. Here are some key points to remember when training and evaluating sales options. Key 1: Explore all possible solutions of the selling situation: Key 2: Approach options creatively Key 3: Survey the impact of all alternatives to select the best option.

Global Assessment Trends Report Reveals Shifts in Talent Management Focus

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

GET A GRIP! Resolve Issues that Hinder High Performance Selling.

Resolving Issues As a trainer, we want to work with others to quickly resolve solutions to problems. But, many times, it is difficult to resolve issues when you don’t know HOW TO solve the problem! In the day-to-day sales function, problems and conflicts arise all the time. How do you handle these performance issues? Problems and conflicts can develop from inconsistencies and errors in your sales strategy, process, tools, technique, behavior, or attitude. It could be a problem resulting from the actions or decisions of a customer, team member, sales manager or senior staff leader! (And you thought they were perfect, right?) You should monitor situations for potential problems and challenges. You should then develop associated contingency plans. “Take an active interest in the success of a solution and monitor the milestones in the plan.”There are several areas to watch out for when resolving sales performance issues.Be ready to offer some solutions to these problems when training sales professionals. Strategy Strategy must ensure that daily sales actions are converted to high performance results. Be specific about your daily sales objectives before you start your day! This will prevent wasting valuable time prospecting which can be the most challenging psychological task in maintaining a funnel of qualified leads and new business sales. Processes / Tools Make sure that you are standardizing your sales process during training so that all representatives have a duplicable system can be benchmarked, measured and evaluated to develop best practices. Competency What happens when your sales team is not performing and not meeting their sales quota or the sales management begins to stress from pressure to perform? Consider developing a training class that teaches first line Managers how to coaching and leadership skills through behavioral assessment, questioning and self-discovery team building. There are bound to be some slight behavioral and elevated incidents that may need to be addressed with workplace interventions and coaching. Take a look at Blooms Taxonomy Learning in Action Wheel and the Wikipedia -Here you will find solutions to designing specific learning objectives in your sales training that ensure performance standard results. This can help you in benchmarking of your sales teams performance. Measurement Is your current sales training aligned with your sales performance issues? Consider learning how to calculate the impact of your sales training with ROI Analysis.(Return on Investment). Jeff Hardesty, President of JDH Group, as sales improvement expert has given the industry a good example of how to calculate sales training performance. Use an ROI Analysis to determine the impact of your sales training for: Jeff Hardesty states that “As a sales management leader, methodically discovering sales issues first and then running ‘Quantitative’ sales performance numbers to check for feasibility, worthiness, and return on sales training investment will differentiate you from the pack.

Developers Say 25% Productivity Increase Comes with Commitment to Skills Management

(Brussels, Belgium, PRWEB, February 17, 2009) JavaBlackBelt, a leader in Java skills management and now powered by over 50,000 developers in its global community, today announced the results of its first membership survey on Java skills management and feedback on the JavaBlackBelt service. The top findings were: over 75% of developers said Java skills assessment is important to their project success, developers estimated that their Java teams would be 25% more productive if management committed to skills management, the JavaBlackBelt service received a 90% membership satisfaction rating, and a strong majority of respondents agreed that JavaBlackBelt was their best tool for skills assessment with the advantages of online availability and more comprehensive, up-to-date questions. John Rizzo, founder of JavaBlackBelt, comments, “First, I’m very thankful to the participants for taking the time and care to offer this feedback. Next, any attention that comes to JavaBlackBelt from these numbers should be shared with our membership – they are the heart of our model. Lastly, I do see the 25% productivity gain from improved skills management as a compelling, realizeable, and shared opportunity for the industry, and I will continue to dedicate myself and our company to help achieve it.” The JavaBlackBelt skills management service is crowd-sourced and moderated. From its web 2.0-based site, developers take online assessments and managers access performance reports and learning path tools. The survey was emailed to a sampling of JavaBlackBelt members in January, 2009 and included over 400 verified respondents, who each completed the entire survey. (Read the entire survey.)

Conducting great performance reviews

Even though I do my job pretty well and I have a great relationship with my manager, I dread that annual performance review. It just gives me an icky feeling: now it’s time to talk about stuff that’s not going well, or to listen to feedback about how I can do better. Even positive feedback makes me feel a little squirmy and embarrassed. So it’s not something I look forward to. In terms of how I improve as a performer, it frequently leads to a lot of short-term activity surrounding the review (sort of like that short-term activity surrounding those New Year’s resolutions), which then tapers off until work settles down to the usual. (Basically this sort of curve is true for a lot of activities that we do to improve performance; think about training: you attend a training event, when you are done you do lots of things to try to apply it, and then things slowly settle down again. Maybe a few things stick, but a lot goes by the wayside and isn’t that frustrating?) Anyway, back to the performance review: I guess that I am not alone in feeling pretty uncomfortable about the annual review. I certainly know that Jeffrey and Linda Russell, authors of Ultimate Performance Management, a new book that addresses just this topic, do. So they came up with a solution, a new way to approach to managing performance that goes way beyond the annual check-the-box performance review. They came up with the Great Performance Management Cycle and the concept of performance coaching conversations. These are ongoing processes that enable employees like me to get better and better at their jobs and allow managers like my awesome boss (I know, I am totally sucking up, aren’t I?) to get better and better results from their people. I am not going to explain this cycle though, I am going to let the authors do it themselves in the sample chapter that’s available on their book webpage. Now, this sample chapter is unusually long and I argued with myself a while before putting it up there, but I think the contents are really interesting while the real value of the book is in the application . Ultimate Performance Management provides everything you need to know to assess, implement, and train people on this way of improving people’s performance. You get all you need to be able to put on five workshops, including learning activities, tools, handouts, training instruments, as well as processes and procedures. This is a book that has real potential to improve the ways that people work, so check out the sample and see what you think.

Blogs as knowledge management

Blogs are knowledge objects that can make bottom-up (i.e. useful) knowledge management a reality. As you may be aware, I’ve become a champion of using Web 2.0 technology to upgrade corporate learning and performance. In his Journal of the Hyperlinked Organization (JOHO}, David Weinberger describes the role of blogs inside corporations: Doesn’t this make more sense than paying consultants to install some humongous KM system that nobody uses? Shouldn’t we be capturing the know-how of front-line workers who actually know how? Why aren’t more organizations getting on board with this? jay

Lifting Leadership and Changing Culture Through Project Management Excellence (TU113)

Project Management Excellence (PMX) is a cultural transformation using leadership development and project management to enhance already formidable skills to deliver projects. It’s more than technical training; it requires aligning leadership mindsets and building leadership skills across organizational levels, from sponsors to project managers. The mix of leadership alignment, a robust technical approach, and customized leadership development are the heart of creating both high performance and…

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

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

Creating a High Performance Organization Using the Ultimate Development Toolbox

Helping our organizations deliver outstanding business results, while contributing to the skill development and career management of others, is our biggest thrill as training and development professionals. This session will describe how to connect four popular T&D industry tools to create the ultimate development toolbox. Using these tools together creates an airtight organizational commitment to development. You will build better leaders and increase your organization’s talent bench by…

Bob Tobias – 21st Century Federal Performance

Join ASTD for a free webinar that addresses a central issue for 21st Century Federal Performance: What role, if any, should the Office of Personnel Management (OPM) play in: Creating a performance management system that links organizational outcomes

5 Key Competencies to Drive Performance and Achieve Results (SU303)

Time management is increasingly important, but there are simple, effective techniques you can use to improve how you spend your day. This session, based on best practices from a leading time-management training and assessment company, will show you how to strengthen your personal effectiveness, leadership development, and capacity to change. You’ll leave with tools to achieve measurable increases in productivity, engagement, and accomplishment.

Case Study: How to Redesign Training for Better Performance

Amanda Painter shares insights on how Florida Blue redesigned a training program to meet increasing healthcare demands. Florida Blue empowered their new call center sales agents with the skills and product knowledge needed for success in the changing industry. This was done by updating their Sales Talent Management Program (STMP). For the complete case on Florida Blue, visit casebycase.td.org

Crisis Management

At Pierce Transit, a strong learning team and active executive support merge to drive initiatives that spur innovation, change, and strategy during a financial crisis.

This podcast is sponsored by Pfeiffer, an imprint of John Wiley & Sons, Inc. Pfeiffer serves the professional development and hands-on resource needs of training and human resource practitioners and gives them products to do their jobs better. They deliver proven ideas and solutions from experts in HR development and HR management, and offer effective and customizable tools to improve workplace performance. Lean more at www.pfeiffer.com.

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.

Knowledge Management

Capturing and using all the knowledge and expertise in an organization is the ultimate goal for performance professionals. This Infoline offers a great starting point for your journey by defining knowledge management and posing key questions to help you identify the intellectual capital you need manage. It introduces the new roles, opportunities, and the baseline technology need to begin this daunting task. Key sidebars include an organizational analysis for knowledge management, 12 ways to measure intellectual capital, a planning worksheet, and a listing of competencies to manage knowledge. Author: Amy Newman
Product SKU: 259903 ISBN: 978-1-56286-241-1
Pages: 16 pages Publisher: ASTD Press
Format: Booklet

Change Management

Trainers must be comfortable with managing change to be effective organizational performance partners. Use this Infoline as a primer on change management tactics and the skills needed to facilitate change. This issue includes useful tools, hands-on examples, and models for change practitioners to use. In addition to a six-phase change strategy model, you will find a list of needed implementation skills, a performance issue analysis tool, and other important advice that will smooth the way of change and reduce barriers. Author: Stella Louise Cowan
Product SKU: 259904 ISBN: 978-1-56286-242-8
Pages: 16 pages Publisher: ASTD Press
Format: Booklet

The Art of Modern Sales Management

Learn everything you need to know to be a top sales manager! Sales management has changed dramatically in the past decade. With increasing globalization and many companies adding more virtual workers, the task of managing these diverse sales teams has become increasingly complicated. In a connected and evolving world it is hard to offer a definitive guide, but this book strives to sketch out a blueprint for managing performance in a changing sales landscape. Each chapter is written by a sales professional and thought leader, many with experience as both a salesperson and as a sales manager. Learn from their experience and utilize the action plans at the end of each chapter to grow into a better leader for your team, whether they are down the hall or across the world.

The 2006 ASTD Training & Performance Sourcebook

The 2006 ASTD Training and Performance Sourcebook, edited by training guru Dr. Mel Silberman, draws on the knowledge and expertise of today’s best trainers and consultants. In this one comprehensive book, you will find the tools you need in such important areas as e-learning, communication skills, diversity and cross-cultural awareness, performance improvement, and management development.

The 2005 ASTD Training & Performance Sourcebook

The 2005 edition of the ASTD Training and Performance Sourcebook draws on the knowledge and expertise of 42 top-flight trainers and consultants to present a comprehensive toolkit of the best training activities, group learning exercises, assessment instruments, handouts, and other essential guides for todays busy training and performance professional. The tools presented here cover a wide range of topics from e-learning, communication skills, diversity, and management development. The field-tested guide offers fully reproducible tools contained on the accompanying CD-ROM that will enable you to implement the most up-to-date training programs for your clients quickly and efficiently.

Developing High-Performance Work Teams, Vol. 2 (In Action Case Study Series)

Have you implemented high-performance work teams in your organization? Volume 2 takes up where Volume 1 left off in presenting an interior view of work teams as they have struggled to become high-performance teams. It is designed for the practitioner who wants to see real-life examples of team implementation. Talent management professionals, frontline managers, supervisors design teams, team members, and consultants will find Developing High-Performance Work Teams, Volume 2 valuable because it covers a wide range of team issues and discusses specific interventions.

Reliability and Redundancy in Production Management

Performance of any product is determined by its reliability and redundancy. The article discusses in detail about the concept of reliability and redundancy in production management.

Talent Management and Corporate Strategy: Aligned for Driving Excellence

This article provides an overview on the importance of implementing an effective talent management strategy for developing high performance leaders and explains why it should be aligned with the overall corporate strategy. The article explains how well planned HRIS can help in establishing a robust system of talent management in an organization.

Processes in Human Resource Management

The important processes in Human Resource Management are – Human resource planning, Employee remuneration and Benefits Administration, Performance Management of Employees, Employee Relations etc.

Total Quality Management Models

There are many models of Total Quality Management, like – Deming Application Prize Model, Malcolm Baldrige Criteria for Performance Excellence, European Foundation for Quality Management, etc.

Directing Function of Management

Directing is a process in which the manager instructs, guide and oversees the performance of the workers to achieve predetermined goals. Lets discuss the directing function of management in detail.

Strategic Management – Meaning and Important Concepts

Strategic Management is about the strategies that managers carry to achieve better performance. Study in detail about Strategic Management Concepts, Strategic Decisions, Strategy Statement etc.

Talent Management Practices and Corporate Strategies

Talent management solution integrates the needs of the management, executives and employees into one system and unifies information across all the major HR processes like performance management, recruitment and selection, learning and development.

Transformational Change and Change Management

This article describes the essence of Transformation Approach to Change, the necessary prerequisites for Transformational Change and provides a description of all the transformational factors which influence the organziational performance as a whole.

Managing Employee Performance | Coursera

Managing Employee Performance from University of Minnesota. Once you have hired good employees, the next step that successful people managers take is to develop the full potential of their employees. Performance management is a process that …

Channel Management and Retailing | Coursera

Channel Management and Retailing from IE Business School. Understand how channel management and retailing can improve performance in your business. Nowadays, a distribution strategy is part of the DNA of many companies and a correct channel …

AspirEDU – Uses LMS system data to track performance of individual instructors

AspirEDU’s Mission AspirEDU helps schools help more students graduate. They analyze the data that schools already have. This allows their solutions to identify students that are most at risk of dropping out of or failing courses, and to identify the best practices that instructors use to maximize the performance of their students. Retaining more students is good for schools and even better for the students themselves. Dropout Detective™ & Instructor Insight™ Your learning management system already contains a great deal of data that you could use to improve your school’s retention and graduation rates. AspirEDU’s solutions retrieve data on a...

Epicor HCM – Human capital management solution for school

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

Understanding the Path Forward in Federal Human Capital

Efforts to refine the government’s pay and promotion system have floundered. How can we develop and bring a new model to the majority of government employees? Most federal employees work and are paid in a General Schedule system that has been in place since 1949, when a vastly different group of occupations, skill sets, and management principles were practiced. In the last decade, The Performance Institute, a think-tank in performance management and accountability for…

What About Teams?

Effective performance management for teams can have a powerful impact to unleash the full potential and engagement of the workforce.

Sharing Success

An international utility organization uncovers the key to creating a new vision and performance management system.

It’s Time for an Upgrade

A distribution company learns that capturing accurate employee performance starts with improving its performance management system.

Cultivate a Coaching Culture

Investment in employee coaching is well worth the effort. Bersin & Associates research shows that organizations with strong coaching cultures deliver superior results. Organizations investment in coaching for performance management has increased 10 percent within the past three years in response to economic difficulties, the ri…

Webcasts From Industry Experts

Our membership department has put together some special offers for the month of December. Three popular webcasts from industry experts are now available free when you join ASTD or renew your membership before December 31, 2009. The three webcasts are listed below. Marcus Buckingham Presents: The Performance Multiplier: How to use the four principles of social networking to reinvent performance management. Marshall Goldsmith on: Helping Successful Leaders Get Even Better Alexandra Levit on: Creating a Meaningful Career: Find a Soulcheck, Not a Paycheck Click this link to join or renew your membership online, and select a webcast from the “Special Offers” at the bottom of the page: http://store.astd.org/Default.aspx?tabid=198 Or contact ASTD Customer Care: customercare@astd.org U.S.: 1.800.628.2783 Outside the U.S.: +1.703.683.8100

Training Pays Off

CDW does not just let new telephone reps loose, first they must complete a six and half week training course. And their training continues with a six-month Academy and then a Master’s Curriculum. While the stock market has gone down over the last five years, CDW’s stock price is up fifty percent. This is because they, like others, see training as an investment rather than an operating expense. Laurie Bassi, one-time professor of economics at Georgetown University and former vice president of ASTD says that organizations that make large investments in people do much better than others. She further says that the education and training variable is the most significant predictor of an organization’s success as compared to price-to-earning ratios, price-to-book statistics, and measures of risk and volatility. Bassi puts her theories to the test — her and a fellow partner launched an investment firm that buys stocks in companies, such as CDW, that invest heavily in employee training. It has returned 24 percent a year over the past two years, topping the S&P by four percentage points. In the Human Equation, Jeffery Pfeffer writes, “Virtually all descriptions of high performance management practices emphasize training” (p.85). Yet, on the very next page he writes that in times of economic stringency, many U.S. organizations reduce training to make profit goals. Training works, yet it remains at the bottom of the pole in many an organization. But my guess is that it will not remain this way for long. The baby-boomers are starting to retire. There may be quite a few people out of work now, but when the pool of workers slowly starts to dry-up, then it is going to make the labor shortages of the late 90s look like a small bump in the road. How do we best prepare for it? Cheers, Donald Clark For more on Bassi, see: Carnahan, Ira (2005). Forbes. “Blame the Accountants”. April 25, 2005, p. 48. Delahoussaye, M & Ellis, K. & Bolch, M. (2002). Training Magazine. “Measuring Corporate Smarts.” August 2002, pp. 20-35.

Training is NOT Snakeoil

After reflecting upon the recent topic of Snakeoil for a while I have decided that it simply does not jive with the facts. Laurie Bassi’s research shows that organizations that make large investments in training do much better than others. This is because training has both a direct and indirect effect upon the organization: Her research is so powerful, that it actually shows that organizations that make large investments in training return 16.3% per year, compared with 10.7 for the S&P 500 index. In the Human Equation, Jeffery Pfeffer writes that “Virtually all descriptions of high performance management practices emphasize training, and the amount of training provided by commitment as opposed to control-orientated management is substantial” (p85). On the very next page Pfeffer writes that in times of economic stringency, many U.S. organizations reduce training to make profit goals. Why? Because if we as trainers have no faith, then why should the decision-makers? Yet training works! It is one of the best predictors of organizational success! So why do we on the inside, who perhaps should know better, bash training just as readily as those on the outside? Perhaps because we deal with the most complicated organization of matter in the known universe — the human brain. The brain struggling to understand the brain is society trying to explain itself. – Colin Blakemore Training works…but not as we always predict…and the reason we cannot always predict it is because we are trying to get a set number of neurons in the human brain to light up at exactly the right time…yet we are not quite sure which neurons actually need to light up…a complicated thing training is indeed…yet for the most part, we do quite well…thats pretty good since we are learning ourselves…and the most exciting part is that we are not there yet…we are still learning…

Top Human Capital Blogs in 2015

What do talent development professionals in human capital care about? Do you see any themes? Here are the top 10 blog articles from ATD’s Human Capital Community: In 2015 we learned that harvesting an organization with a strong learning culture to support high performance starts with its leaders. When a leader values learning, it becomes contagious for the people around to strive for more. Redefining and understanding a new path to performance management, as well as adopting a positive workplace and the neurological connection, also were top priorities for organizations in 2015. Look out for more articles and content on improving your work culture and managing talent next year. Leave a comment with other topics you’d like to see covered as well next year! If you haven’t already or you’re still thinking about how to start the 2016, take a look at the ATD Talent Management Handbookfor an overview of these topics and more.

The Public Manager Featured on the Radio

In a post last week, I mentioned that the winter 2010 issue of The Public Manager was ginning up some excellent media coverage, including a nice article in the Washington Post. Today I’m sharing the link to an interview on FedNews Radio with one of the contributors, Alan Balutis. Click here to listen to the interview. The winter issue of The Public Manager spotlights the personnel and performance management agenda of the Obama administration. Eleven articles in the Forum series examine a broad range of topics and are written by a team of experts who contributed to the journal in late 2007 and early 2008 analyzing the wide array of challenges that awaited the incoming president. Topics covered in the current issue of The Public Manager include: a review of what is currently happening in the reform efforts; human capital; telework; management implications of the future workforce; the emerging technology agenda; the debate within the acquisition community; government direction on performance management; intergovernmental cooperation; a review of how the administration’s team is trying to reshape the way government works; and recommendations to achieve transformation.

Talent Software Market Expands Despite Economy

Despite the sluggish economy, the talent management software market has enjoyed an active summer and fall. Leading vendors Taleo and SuccessFactors sought to broaden their horizons, while other software providers introduced new features as companies continued to purchase the products. While growth rates are less than what was projected a year ago, the talent management market as a whole is growing by about 15 percent and should reach $2.5 billion this year, says Josh Bersin, head of research firm Bersin & Associates. Far from shriveling amid the recession, the talent management software field is expanding as business-services giants IBM, Accenture, Mercer and Hewitt build strategies to deliver a combination of talent management software, consulting and outsourcing, Bersin says. Talent management software refers to applications that help organizations with key HR tasks such as recruiting, employee performance management and compensation.

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.

Marcus Buckingham Webcast

Have you seen the special event posted on the ASTD website? Marcus Buckingham will be delivering a webcast on “The Performance Multiplier: How to Use the Four Principles of Social Networking to Reinvent Performance Management”. During this webcast, you’ll learn how to harness the power of an organization’s strengths by creating an intense focus on performance and matching people with the right opportunities to play to their strengths. Whether you are responsible for performance management in your organization, management of a team, or contributing on a team, this webcast is for you. The Performance Multiplier: How to Use the Four Principles of Social Networking to Reinvent Performance Management Wednesday, September 9 at 2 p.m. ET Capacity is limited, so be sure to act quickly. For a full description of the webcast and for instructions on how to sign up, please follow this link:

LMS Trends 2015

Craig Weiss highlights several trends affecting the LMS industry: performance management, competency management, and APIs or auto connectors.

Keeping Federal Employees Motivated

(From Human Resource Executive Online) — Continued and repeated proposals to change federal pay and benefits will ultimately have an impact on recruitment and retention efforts, says Office of Personnel Management Director John Berry. “We are not at the edge of the cliff yet, but I do not know where the edge is, and we are in the fog,” Berry said during the Federal Managers Association training conference. “My hope is that people with goodwill and good reason will proceed with caution.” Berry said it is important to step back and assess what impact the current pay freeze for federal employees and revisions to retirement benefits for new employees will have on recruitment and retention before making further changes. “If we do this haphazardly … or try to do it all at once, we will obviously go over the cliff,” he said. Berry also said it is more important than ever to ensure employees feel connected to their agency’s mission. Federal viewpoint survey results show that federal employees are motivated by the work they do, he says in a follow-up interview. So, as part of efforts to improve performance management and employee morale, agencies should set clear goals that are connected to the agency’s mission so employees understand how they contribute. Read more.

Jeffrey Russell Author Chat May 16 at 2010 ASTD International Conference and Exposition

ASTD is excited to remind you of Jeff Russell’s author chat! Join him in the ASTD bookstore in Chicago on Sunday, May 16 from 12:00-1:15 pm to hear him discuss employee-centered performance reviews at his author chat. Jeff will also be signing his 2009 ASTD Press book, Ultimate Performance Management, after his chat, so don’t miss it! Haven’t registered for this year’s International Conference and Exposition yet? Do it now! Stay updated on more ICE news and events on the ICE Twitter page.

Free Webinar on Maximizing Sales Training ROI!

Effective sales results are critical to growth, and outmoded training and development approaches represent a very real barrier to that growth. Adopting a holistic, strategic, competency-based approach to sales training and development will help tear down that barrier. From Functional Support to Strategic Business Partner: Maximizing Sales Training ROI leverages the Sales Profession Competency Model, providing best practices on how to maximize impact in Architecting and Facilitating Sales Force Learning and Coaching to dramatically improve the return-on-investment that companies obtain for their sales training dollars. In terms of what to focus on, here’s what presenter Mark Myette has to say. “The number one area that impacts sales performance is expectations, feedback, and information. That means that roles and performance expectations are clearly defined, clear and accurate guides are used, and that performance management systems guide the sales team towards the proper development So if we’re focusing on just that area, chances are you’ll have a positive impact on sales performance.” Register to view today!

Excellence in Practice

Could partnering with your Senior VP of Sales allow you to see improvements in your sales team? Maybe hiring a professional training manager could provide you with a fresh perspective. How would your sales team improve if you found a more effective coaching platform? IBM, Knology, Inc., and MetLife have all developed award winning sales programs in the fields of (respectively) career development, workplace learning and performance, and workplace learning and development. Read how three winning programs of the Excellence in Practice award have helped these companies to find success as they seek to develop better sales teams. IBM Sales Learning Armonk, New York Class: Sales Eminence Over the last 100 years, IBM has transformed its workforce many times, often creating a leading workforce within the technology industry. Through its Sales Eminence partnership, the learning team joined with the senior vice president of sales to transform its sales force, increase client value by setting the agenda for client’s ever-changing needs, and ensuring IBM’s continued leadership in the market. The partnership focuses on enhancing the skills and expertise of sales professionals and a sales career model that simplifies jobs into three career paths: industry, solution, and technical. Knology, Inc. West Point, Georgia Class: Call Center Frontline Leadership Development At Knology’s customer care centers, frontline supervisors often gained their positions through superior technical capabilities, but they were frequently ineffectual due to a lack of leadership skills. Recognizing this developmental gap, the executive director hired a professional training manager who created a four-stage program addressing the vital areas of essentials of leadership, effective team building, performance management, and coaching for top performance. Training focused on classroom academics, between-class activities, and manager coaching interventions. Subsequently, frontline performance has significantly improved, both representatives and supervisors exhibit more positive attitudes, and everyone is working more effectively and efficiently – directly increasing the bottom line. Metlife El Segundo, California Class: Sales Coaching Excellence Program The Sales Coaching Excellence Program was developed to provide a comprehensive, consistent, and effective coaching platform for MetLife’s Annuity Product Wholesaling Sales Desk and Field Development function. The goal of the program is to offer sales coaching strategies, tactics, and tools to the Sales Desk Managers to improve the performance of all inside sales reps. Managers are trained on conducting high-impact sales meetings, conducting monthly goal-setting meetings, delivering performance feedback, and conducting sit-along coaching. Direct results of implementation have been impressive. In less than eight months the program has had a direct impact on the company’s sales results, employee productivity, and business growth. So, what are you doing to improve your sales training programs? Are your learning and performance solutions worthy of recognition? If you think you have an award winning program, submit here.

Evolution of E-Learning

I feel a need to chime in. I think the whole e-learning space has gone through an evolution in the last 4-5 years, and we’ve created a four-stage taxonomy to describe it (www.bersin.com/stages). In stage 1 ( Getting Started) organizations adopt e-learning to save money. And yes, e-learning does reduce the cost per delivery of instructional hour. But we now have data to prove that in reality e-learning does not save money, it increase reach and range. Costs which were variable (instructors) become fixed (LMS and infrastructure), allowing greater reach – but total costs dont go down. Most organizations spend a year or two in this phase and they often start with catalog programs. In stage 2 ( Expansion) organizations expand, they build lots of custom programs (beyond the typical catalog content) and start implementing blended programs. They realize they need an LMS, so they bite the bullet and implement something. Yes, the LMS market is evolving and LMS systems do not do everything, but they do manage learning programs well. Here they find that the demand for online content far outweighs capacity and organizations start to realize that much of what they build is not being consumed. This leads to stage 3: ( Integrate and Align). In this stage the organization now realizes they have so much content available that it has grown out of hand, and they spend time on competency-based learning, more focused job-related content, integration with the performance management process, and perhaps the implementation of an enterprise-wide LMS. This is the toughest stage, and I think most mature organizations are here today. At this stage organizations realize that their e-learning programs are more than programs, they are “content” which can be reused and repurposed for many uses. They also realize that the traditional concept of an online course must be complemented by communities of practice, coaching, and other forms of online support. We call Stage 4 Learning on Demand. This is the stage which vendors like to write about but few organizations have yet reached. At this stage companies have to build or buy a true content management system and they develop standards for content development. These standards enable searchable learning and the deployment of small pieces of content, rather than complete courses. The problem most organizations have today is that they are locked in stage 2 or 3 and find that it will take 2-3 years to “unlock” their content to get to stage 4. Nevertheless I believe this is inevitable, and we talk with many organizations working hard right now to implement an on-demand learning model. Throughout these stages, vendors tend to try to fit their products and solutions. Some vendors try to stay true to the market they serve, others try to create visions of reaching across all four stages. For each stage there are challenges and opportunities, and frankly I have not found any organization that can jump from Stage 1 to Stage 4 in less than 3-4 years. I recommend anyone trying to understand all these trends to read our report, it is designed simply to help people understand this complex space and form a basis for making decisions.

DDI: Best-Practices in Building the Leadership Pipeline

Organizational focus on succession management will continue to grow as a result by the limited and narrowing skilled labor market, according to recent research by Aberdeen Group, a Harte-Hanks Company (NYSE: HHS), underwritten by Development Dimensions International (DDI). How Best-in-Class organizations address the pressures of a tightened labor market, as well as the results they’ve achieved by doing so, are highlighted in the new benchmark report by Aberdeen Group, Succession Management: Addressing the Leadership Development Challenge. Aberdeen revealed that the foundation of an effective succession management program lies in a solid competency framework as well as a standardized performance management process. In fact, organizations that achieved Aberdeen’s Best-in-Class designation for this study are 45% more likely than all other organizations to have clearly defined success profiles (knowledge, experience, competencies and personal attitudes) for key positions. “When it comes to identifying high-potential talent, it is critical to evaluate their performance equally,” said Jayson Saba, senior research associate, human capital management at Aberdeen. “Viewing succession candidates through the same looking glass allows organizations to compare apples to apples and make better decisions for selecting leadership candidates.” Moreover, this research highlights the importance of establishing accountability at the management ranks for ensuring a qualified leadership pipeline. To this point, Best-in-Class organizations are 62% more likely than Laggard organizations to have a systematic process where senior managers regularly review the performance and progress of high-potentials enrolled in development programs. According to Kevin Martin, Aberdeen’s vice president and principal analyst for human capital management, “this research compliments and reinforces research we’ve conducted across other elements of talent management, specifically performance management and learning and development, where we see Best-in-Class organizations view employee development more as a collective effort rather than an individual’s sole responsibility”. The research also found that integrating succession data with other talent management elements has yielded great benefits in terms of workforce knowledge management. Best-in-Class organizations are more than twice as likely as Laggards to integrate succession data with performance management and learning and development applications. Saba added, “Integrating talent management data provides organizations more visibility into the development of high-potentials and improves their decision-making ability when it comes to determining promotion readiness.” Read more.

DDI Announces Online Assessment System Manager Ready

Development Dimensions International (DDI) announces the launch of Manager ReadySM, an online frontline leader assessment that combines the efficiency of a technology-driven process with insights of live assessors-leading to a realistic participant experience and in-depth insight into leadership capability and performance. This real world simulation provides organizations with critical information used to make decisions about who is ready for frontline leader roles and how people can develop in those roles to be more effective. Through the use of a computer-based simulation that utilizes streaming audio and video, candidates experience a ‘day-in-the-life’ of a frontline leader and are given the opportunity to respond to problems and inquiries presented through open-ended emails, video voicemails, planning activities and problem-solving exercises. These various data points contribute to a high-quality diagnosis of an individual’s leadership capabilities, giving companies more than 900 participant performance data points that roll up to 9 critical core leadership competencies that determine how a global leader will perform on the job. “Frontline leaders are more critical today than ever. They make the day-to-day decisions that make or break the business,” Scott Erker, Senior Vice President of Selection Solutions at DDI said. “We hear more and more that they’re not ready for the job the organizations needs them to do. Our goal, with this innovation, is to identify the gaps between what skills leaders have-and what skills they need to be successful.” Manager Ready incorporates the high-touch method of extracting real behaviors through simulations and trained assessors scoring those behaviors. In the past, this type of information would require a significant investment-Manager Ready provides high-value diagnosis at a fraction of the cost. Unlike multiple choice tests where participants choose actions from a static list, Manager Ready participants respond in open-ended formats, allowing candidates to reply exactly as they would on the job. The advantage is that it is more realistic to participants and the responses are more reflective of how they handle challenges in the real world. “This data has some teeth, which in an organization like ours is hugely important,” said Tim Toterhi, senior director of global organizational design for Quintiles. “Part of the reason we like Manager Ready is that it gives us robust, fact-based data to help enhance the decision-making process for selecting people-either for promotions or for hiring them into the organization.” Manager Ready participants are scored on how they resolve conflicts with customers and coworkers or how they coach a direct report through a difficult situation. In turn, organizations receive insight into how the candidates perform in these tasks, and measure a participant’s readiness for leadership across nine critical managerial competencies: Coaching for Success, Coaching for Improvement, Managing Relationships, Guiding Interactions, Problem Analysis, Judgment, Delegation & Empowerment, Gaining Commitment, and Planning & Organizing. These competencies were chosen based on more than 700 frontline leader job analysis studies conducted by DDI across the world as well as the millions of leaders trained and assessed by DDI over the last 40 years. “Manager Ready gives organizations deeper insight into the strengths and development needs of their current and future frontline leaders, ensuring better hiring and promotion decisions and improved diagnosis for accelerating development,” Erker said. “The bottom line is that organizations need to find leaders who are ready to take-on the challenges of the new economy.” About DDI Founded in 1970, Development Dimensions International, a global talent management expert, works with organizations worldwide to apply best practices to hiring/promotion, leadership development, performance management and succession management. With 1,000 associates in 42 offices in 26 countries, the firm advises half of the Fortune 500. For more information about DDI visit http://www.ddiworld.com/aboutddi

Conversation Is the Relationship

Susan Scott explains why being able to discuss and confront the issues at hand is especially critical for effective performance management.

Canada: FuelCell Energy Charges up High-Potentials

Ottawa, Canada ( PRWEB) April 24, 2009 — FuelCell Energy Inc., the global leader in clean stationary electric power, implemented Halogen Software’s talent management suite globally in just six weeks, and within one appraisal cycle created a high-performance culture. The organization improved the integrity and value of its employee performance data, aligned its rapidly growing workforce around a common set of goals, and ensured its high-potential employees were recognized and nurtured. The demands of the current economic climate are putting pressure on organizations globally to quickly gain a better understanding of their workforce and align, communicate with and motivate their top performers. FuelCell recognized that, especially during this difficult economic downturn, maximizing the performance of its human capital was essential. Understanding where to allocate scarce resources and how to strategically develop talent to meet business needs is an urgent necessity for companies of all sizes. FuelCell Energy is a clear example of how quickly organizations can achieve these goals and strengthen their competitive position in the process. By automating its talent management processes FuelCell helped strengthen and streamline its rapid global expansion- growing from 150 to over 500 employees in four years. Before implementing Halogen’s solution, the organization faced a number of challenges in their performance management system, including a lack of consistency, accountability, and employee engagement with the existing process. As a result, performance reviews were not considered a valuable tool for the organization as a whole. “The HR team found the system and process painful for everyone involved and looked to overhaul it and implement an automated system,” said Sandra Mauro, HR Manager with FuelCell Energy. “Once we had decided to invest in Halogen, things began to improve quickly. We were live within six weeks of training. It was awesome. I have done a lot of software implementations in my career and I know how painful they can be. Getting Halogen up and running was painless.” Halogen Software is able to consistently implement its suite for customers under very tight deadlines, even for those with global operations, because the solution is so flexible and easily configured. This enables customers to have the Halogen applications adapt to their processes and forms-rather than the other way around. Once Halogen’s suite had been successfully implemented, FuelCell was able to address its business problems almost immediately. Availability of information and a methodology toward a high performance culture began to evolve and improve with each review process. Accountability for goals and alignment around performance is now the norm for its global workforce. The company fosters greater recognition of high performance, and nurtures employee growth via development planning and ongoing feedback. The intelligence gained through the performance appraisal process is now readily accessible and is therefore actionable, unlike with the paper-based process, which was impractical to aggregate and report on. The shift is an exciting one for the HR team. “I recommend Halogen to pretty much anyone who will listen. I talk about it all the time,” says Mauro. “We use the employee performance management system to drive a higher level of accountability. As a high-growth company, we have many employees who join our team from different companies and corporate cultures. The new system enables us to standardize performance expectations and unify our corporate culture.” (Read the entire article at Canadian Business Online.) Learn more about Halogen Software here: http://www.halogensoftware.com/

A Business Case Built to Last: The GREAT Pyramid of Training

Building a Business Case: Your Final Answer. Building a business case is a sales competency of the ASTD World Class Sales Competency Model. Designing a business case can be a useful management tool that is pivotal to an organization’s success. It is used in supporting the overall planning and decision making for both operational and financial decision making that surrounds company products, services and solutions. Build Cross Functional Learning Systems As a Sales Trainer and Sales Learning Professional , developing a firm understanding of business operations and cross functional relationships will help you collaborate with others who work with you.A Sales Trainer can teach many things to the sales team to help build sales competencies. Show Proven and Tested Methodologies Learn to teach proven approaches and closing techniques that establish the business value of your proposal with credibility and impact. Sales Trainers can design practical training modules in business case selling. Use a business case to help decision makers follow a predetermined process or format to cover all factors being considered. This would include showing complex data that proves your case and helps justify the decision to close even when there may be several decision makers involved to review the case. A strong business case can also be used as a performance management tool to identify sales and strategic opportunities, and manage best practices. It can turn sales data into action oriented intelligence to drive engagement, measurement, and accountability to drive business value. Sales Leaders can help the team set goals and measure progress more accurately. The Sales Team can collaborate more effectively by following the process mapping which will improve their ability to compete. Using sales training methods and key performance indicators that follow the ASTD Sales Training Competency Model framework, you will be able to provide ways to help Sales Leaders to gain insight make better decisions and take more effective action using real time Key Performance Indicators (KPI) to better track and manage the sales process – getting to the root cause of a particular sales issue.

E-Learning Is So Yesterday: How Onboarding New Managers Just Got Personal (SU400)

New managers are expected to get up to speed on the company’s management processes quickly. Processes such as hiring, compensation, performance management, and dealing with employee exits come with policies and procedures that are critical to execute. New managers must be ready to take action on these processes at the right time. Full-day sessions to learn these processes in one sitting don’t work, with most of any learning forgotten by the time employees need to apply it. This session shows a…

Talk Me Through It

Performance management is a process, not an event. It’s time to take a new look at the broader context of the performance review and the interaction between employee and manager.

Recruiting and Retaining Call Center Employees (In Action Case Study Series)

What’s your strategy to remain competitive? Trainers realize that recruiting the right people with the right skills and providing them with great training is key to creating a great business. With the arrival of measurement and return-on-investment calculations for these key business activities comes the realization from business professionals that performance management does make a difference in profits, sales, and customer satisfaction. With a company’s need to recruit and keep the best talent, performance management is its best strategy for remaining competitive in the global marketplace in which employees have more choices than ever before. Performance management is used to improve both personal and organizational skills . Recruiting and Retaining Call Center Employees illustrates the various ways employees can reach their potential and thereby contribute to the bottom line, made all the more profitable by creating stronger and more stable companies that can offer higher wages and excellent benefit packages. Combining theory with practical advice on training, recruiting, and evaluating programs, this book provides the trainer with practical models and guides. Plus, cases on process and technology provide a full range of solutions in creating a call center that is well ahead of the competition.

Measuring Return On Investment Vol. 3 (In Action Case Study Series)

Measuring Return on Investment, Volume 3, presents a variety of approaches to evaluating training and performance improvement programs in HRD. Most of the cases focus on evaluation at the ultimate levelROI. Collectively, the cases offer a wide range of settings, methods, techniques, strategies, and approaches. Although most of the programs focus on training and development, others include organization development and performance management. As a group, these cases represent a rich source of information about the strategies of some of the best practitioners, consultants, and researchers in the field.

How HR (Human Resources) Function Can Save Time by Automating Routine Tasks

Most of the tasks that the HR function does are routine and repetitive and hence, can be automated. With the automation of the recruitment activities through the use of AI and Analytics, the HR staff can save much time and use the saved time and resources to focus on higher value-adding activities. Apart from this, the HR function can also automate the other tasks such as Payroll and some Performance Management tasks. This article examines these themes with an analysis of how automation creates value for organizations.

Turbo Charging ERP with BI and CPM

BI (Business Intelligence) tools are database independent and provides access to ERP data, legacy data and off line data. The Corporate Performance Management (CPM) systems are built over the platform of business intelligence.

Sponge UK Blog: United Biscuits

United Biscuits will highlight its performance management elearning, created by Sponge UK, at 2015 Learning Technologies conference.


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Top 25 personal productivity books

  The 4-Hour Work Week by Tim Ferriss The New York Times bestselling author of The 4-Hour Body shows readers how to live more and work less, now with more than 100 pages of new, cutting-edge content. Forget the old concept of retirement and the rest of the deferred-life plan–there is no need to wait and every reason not to, especially in unpredictable economic times. Whether your dream is escaping the rat race, experiencing high-end world travel, or earning a monthly five-figure income with zero management, The 4-Hour Workweek is the blueprint. Getting Things Done by David Allen “A completely...