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).
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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.
Much thanks to Karl for guest blogging in January. He not only offered some insightful posts about how “gamification” is affecting the world of learning, he kept us abreast of happenings at ASTD TechKnowledge 2012. In February, the LC Blog invites Connie Malamed to take the helm. Connie is a frequent contributor to Learning Circuits, and has spoken at several ASTD events about the fields of online learning, information design, and visual communication. She is also the author of Visual Language for Designers, which presents visual design principles that are based on cognitive science. In other words, it explains how to design for the human mind – something that’s very important in e-learning. However, Connie is probably most well-known for The eLearning Coach ( http://theelearningcoach.com), which is her own blog where she shares actionable strategies, practical content, product reviews, and resources to help practitioners design, develop, and understand online learning. Indeed, with degrees in Instructional Design and Art Education, she energetically pursues ways to improve instructional and information graphics. Following Karl’s lead, Connie promises to pass along to readers what she learned at ASTD TechKnowledge, as well as lend her thoughts on visual design and discuss current trends in our field.
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/
(The Wall Street Journal) — Many employers and employees don’t see eye to eye on what keeps workers happy, a disparity that could spell trouble for businesses as the economy recovers. Employers consider management climate and workers’ relationships with their bosses as most important, but employees cite pay and benefits, according to a survey last winter by Spherion Corp., a Fort Lauderdale, Fla., staffing firm. Respondents included 306 human-resources managers and 2,519 employees at firms of all sizes. Surveys conducted in 2007 and 2005 generated the same top results. Tucker Callaway, a sales director at CA Inc., says compensation was a big factor in his decision to join the software maker in April. He also cites poor morale and a lack of leadership at his former employer, another technology company. Mr. Callaway, 34, says CA gave him a 20% raise. “I have a mortgage and two kids, so pay is extremely important,” he says. Workplace experts say many workers have grown frustrated during the recession and might consider leaving as the labor market improves. Employees are less committed to their employers, according to an annual survey by consulting firm Watson Wyatt Worldwide Inc. and WorldatWork, an association of human-resource professionals. Results were based on responses by 1,300 workers at 235 large U.S. firms in May. Commitment dropped most among top performers, according to the survey. Read the full article.
Wallace Hannum, a contributing editor to Educational Technology and a faculty member in the educational psychology program at the University of North Carolina at Chapel Hill, calls Ruth Colvin Clark’s latest book Evidence-Based Training Methods a “superb book” that “belongs in the hands of every training professional, not just on their bookshelves.” His review appears in the November-December 2010 issue of Educational Technology magazine, and it praises the book for moving from reliance on commonly held training myths to presenting training practices that are consistent with the empirical evidence about human learning. Hannum says that the “real message in this book is not the content it covers but rather how Clark presents this content by drawing directly on sound research into human learning. This is not just another book about training methods or how to develop training. Rather, Clark offers a fresh approach at the intersection of research and practice that is both based in empirical research evidence and completely practical.” In chapter 1 of her book, Clark debunks four training myths and provides four guidelines that will improve your training. (Some of them are probably going to shock you.) Here are some excerpts from the book: Myth 1: Learning Styles “The learning style myth leads to some very unproductive training approaches that are counter to modern evidence of what works. The time and energy spent perpetuating the various learning style myths can be more wisely invested in supporting individual differences that are proven to make a difference.” Guideline: Do not waste your training resources on any form of learning style-based efforts including instructor training, measurement of learning styles, or training methods that attempt to accommodate learning styles. Myth 2: Media Panaceas “When we plan instruction around the latest technology gismo, we ignore the psychology of human learning, which has severe limits. When we assume a technology-centric view, our focus is on all the wrong things. Instead of designing training to support human learning processes, we get caught up in the latest technology trends without regard for how they can be most effectively used.” Guideline: Ignore panaceas in the guise of technology solutions in favor of applying proven practices on best use of instructional modes and methods to all media you use to deliver training. Myth 3: The More They Like It, the More They Learn “[T]here is in fact a positive correlation between ratings and learning. But the correlation was very small! In fact, it was too small to have any practical value.” Guideline: Don’t rely on course evaluations as indicators of learning. Use valid tests to assess the pedagogical effectiveness of any learning environment. Myth 4: Stories (Games or You-Name-It) Promote Learning “The lack of universal effectiveness of most instructional techniques is the basis for what I call the ‘No Yellow Brick Road Effect.’ By that I mean that there are few best practices that will work for all learners and for all learning goals.” Guideline: Be skeptical about claims for the universal effectiveness of any instructional technique. Always ask, How is the technique defined? For whom is it useful? For what kinds of learning outcomes will it work? The rest of the book provides substantive information and practices that are grounded in research about a wide variety of topics, including If you want to learn more about the book and get a sample chapter, click here.
Having mused over The Public Manager’s fall 2010 forum (presently in layout) on lessons learned from Katrina and the more recent BP oil spill in the Gulf of Mexico – it’s hard not to get sick over government’s failure to see in advance that something was terribly wrong, about to go over the cliff. Within the past several months, I’ve read in the morning newspapers articles like: “$8.7 billion in Iraqi cash not traceable” – the subtext being “An audit finds the Pentagon cannot account for the money meant for reconstruction” “FBI director says he doesn’t know the extent of cheating” – the subtext being “(does) the FBI know its own rules for conducting surveillance on Americans?” “On Day 100, lessons learned from the (BP) spill” – one of the biggest being “Regulators shouldn’t sleep with industry” “Offshore drilling to require stricter environmental scrutinyending a practice in which government regulators essentially rubber-stamped potentially hazardous deepwater projects” “(US) Coast Guard OK’d frequent use of dispersants, reports indicate” – subtext being despite the Obama administration’s direction and the EPA’s urging to restrict use of dispersants to ‘rare cases’ upon appeal, “the approval process (administered by the Coast Guard) appears to be somewhat pro forma” “Feds urged work on pipeline in Mich. Spill” – the subtext being despite urging from the US Department of Transportation’s pipeline safety agency (Pipeline and Hazardous Materials Safety Administration) that the Canadian company operating the system check for corrosion problems in the 1900-mile network, the work wasn’t done and an estimated 1 million gallons of crude oil escaped into the Kalamazoo River in southern Michigan. Compared to these “downers,” I also read one article that actually caught public managers getting their oversight function right. Such as “Area beaches mostly clear of pollutants, testing shows;” – the subtext being “Palm Beach County (FL) exceeded standards for two types of harmful bacteria…” Yea, we’re testing and disclosing our research findings timely!! As someone who spent virtually all his government career in federal Executive Branch agencies – mostly in program operations – my view of oversight responsibility is that it starts at the front lines. That is, with organizations having delegated authority for implementing programs and related “legislative and appropriated authorities.” Yes, even those programs not run directly by career federal civil servants, but through states and localities, nonprofit grantees, and private sector contractors. Alongside these line organizations (mainly the cabinet departments and their sub-cabinet off-shoots, such as FEMA, IRS, the SEC, and the Federal Reserve, for example), are organizations that serve the President, Department Heads, and the Congress in their own oversight of our front-line overseers (e.g., OMB, OIGs, GAO, etc.). Moreover, these same line organizations are stewards of the public trust – protecting our nation’s resources, assets and the unique missions embedded in their organizations’ charters. For example, the US Department of the Interior’s National Park Service and Fish & Wildlife Service; the Department of Commerce’s National Weather Service, Bureau of the Census, National Institute of Standards & Technology and Patent & Trade Office; the Department of Agriculture’s Forest Service, Animal Plant Health Inspection Service and Food & Nutrition Service; the Department of Health & Human Services’ Children’s Bureau, Centers for Disease Control & Prevention, and the Food & Drug Administration; to name but a few at the federal level that make the local newspapers and, on occasion, 60 Minutes whenever something goes awry. So…we should have lots to talk about on the matter of oversight and stewardship – hopefully with a focus on systems in place and organizational cultures prepared to keep things from going awry. Sort of a ‘Catcher in the Rye’ subtext, you might say. All of this is good news if what we’re after is an open dialogue on the full range of oversight and stewardship responsibilities exercised at every level of government. We’ll do our part by having more on the theme of “Best Practices in Oversight, Stewardship and Accountability” in the winter issue of The Public Manager, on our Web site ( www.thepublicmanager.org ) and in events through the remainder of 2010 and into 2011. In the meantime. let us hear from you on what your organization is doing to raise the bar on its oversight and stewardship performance to keep its charges from going over the cliff. – Warren Master, President & Editor-in-Chief, The Public Manager
2012 Workplace Trends Report: Integration, Flexibility and Wellness Top Drivers of Employee Engagement
(From PRNewswire) — Sodexo, Quality of Daily Life Solutions provider to more than 1,800 corporate clients in the United States, released its 2012 Workplace Trends Report today, offering a unique perspective on the workplace that combines insight from clients, academia, principal research, and leading facilities management and human resource trade organizations. The research predicts continued focus on well-being and the ability to deliver a unique value proposition to business communities that focuses on not only integrated, effective and efficient use of space, but also the performance of human capital. Employees are looking to organizations for tools and resources to help them simplify their lives, stay healthy and balanced, and bring their “whole self” to work as these continue to be top drivers of engagement. Employee engagement, productivity, brand image and loyalty continue to be relevant measures of success. “For any business wanting to grow, these trends show there is a premium on programs that are outcome driven and on sustainable results that address both people and physical space,” said Michael Norris, COO and market president for Sodexo’s Corporate segment. Read more.
A decidedly different measure of success drives learning and development at the U.S. General Services Administration. Linda Osgood, director of the Human Capital Asset Management Division in the General Services Administration’s Public Buildings Service Office of Organizational Resources since 2004, talks to LXB about acquiring, maintaining, developing, and divesting human capital.
Organizing function of management synchronizes and combines the human, physical and financial resources of the organization. All the three resources are important to achieve the desired goals.
Why school leaders choose PlayPosit Among the changes in education, there are two particularly pressing forces: Blended learning and Common Core testing. The Blended model–individualized, differentiated video instruction to complement in-person learning opportunities–has never had more game-changing potential with the ubiquity of tablets and computers, but it is not standardized in implementation, efficacy, and alignment to school needs. The Common Core State Standards–computer-based summative assessment designed to standardize learning progress across states–are rolling out in most US states this year. They are rigorous and require teachers to deliver new content and students to master a new assessment environment. Existing Challenges...