As times change, so does an organization’s strategy. To ensure that the execution is smooth and as close to the plan as possible, new processes and initiatives inevitably need to be created. This in turn requires buy-in and sales team behavior change, which is always easier said than done. So how can sales training and development leaders drive adoption in the most effective way? With sales coaching! Join us for this FREE webinar from Dr. Brian Lambert of Forrester Research as he explores how a robust and active sales coaching program can identify new behaviors and reinforce them with tailored sales coaching conversations. In times of business change, sales coaching conversations are the best way to bridge strategy to execution while helping sales team members take new action or revise their current course. This webcast will focus on: New times may call for new actions, but those new actions still need to be reinforced. Recognizing the role of coaching in a development strategy is key to making certain that behavior is truly being changed. Register now!
As the Obama administration shines a light on the training and skills workers will need for the jobs of tomorrow, a new report shows that U.S. employers continue to struggle with an ill-prepared workforce, finding new hires lack crucial basic and applied skills. For the most part, employer-sponsored readiness training is not successfully correcting these deficiencies, according to the report, The Ill-Prepared U.S. Workforce: Exploring the Challenges of Employer-Provided Workforce Readiness Training, produced by Corporate Voices for Working Families, the American Society for Training & Development (ASTD), The Conference Board, and the Society for Human Resource Management (SHRM). [more]”The results of this study demonstrate how critical it is for companies to be more strategic and focused on efforts such as providing internships and working in partnership with community colleges on workforce readiness initiatives to prepare new entrants before they enter the workplace,” says Donna Klein, Executive Chair, Corporate Voices for Working Families, which partnered with The Conference Board, the American Society for Training & Development (ASTD), and the Society for Human Resource Management (SHRM) on the report and its underlying survey of U.S. employers. “It is a losing strategy for employers to try to fill the workforce readiness gap on the job. They need to be involved much sooner to prepare new employees to succeed,” Klein said. The report published today, The Ill-Prepared U.S. Workforce: Exploring the Challenges of Employer-Provided Workforce Readiness Training, draws from a survey of 217 employers about their training of newly hired graduates of high school and two- and four-year colleges. The survey, conducted during 2008, included employers in manufacturing; financial services; non-financial services; and education, government, and other non-profits. Almost half of respondents said they have to provide readiness training for new hires – and the majority rate their programs as only “moderately” or “somewhat successful.” “U.S. business is increasingly outspoken about the competitiveness threat posed by an ill-prepared workforce – but employers must do a better job of quantifying this threat and communicating it to key stakeholders,” says Mary Wright, Program Director, Workforce Readiness Initiative, The Conference Board. “It doesn’t make any difference if you’re operating a business in Mumbai, Beijing or New York – the number one challenge facing every organization is finding and growing skilled talent,” said SHRM CEO and President Laurence O’Neil. “HR professionals are helping bridge the gap, finding ways to give employees the skills they need to add value and to be more valued. This isn’t just an HR challenge, but a bottom-line global business problem.” “In any economy, having a knowledgeable, skilled workforce is critical for organizations to grow and be successful,” said Tony Bingham, ASTD President and CEO. “As the skills gap widens among new entrants to the workforce, it’s clear that all stakeholders – employers, education, and the public workforce system – must collaborate to effectively prepare workers to be successful on the job.” The report, which includes five case studies of successful workforce readiness programs run by Bank of America and Year Up, CVS Caremark and TJX Companies, Harper Industries, Northrop Grumman, and YUM! Brands, finds that: The full report can be downloaded free of charge from ASTD’s website.
WASHINGTON–( BUSINESS WIRE)–The National Council on Aging (NCOA) began an ambitious program today to create more jobs for low income older workers in several states, thanks to $6.9 million in stimulus funding from the Senior Community Service Employment Program (SCSEP) under the U.S. Department of Labor (DOL). Part of the American Recovery and Investment Act, the funds were awarded to NCOA because of its decades of successfully training people age 55 and over for community service work under the SCSEP program. NCOA has been responsible for training and placement of 20,000 thousand people since the program began in 1969. Currently, NCOA operates programs in Pennsylvania, West Virginia, Virginia, New Jersey, California and Tennessee, New York, North Carolina, Georgia, Kentucky, Louisiana. “These challenging economic times require aggressive action and the SCSEP stimulus funding allows NCOA to galvanize our employment program,” said Workforce Development Vice President Sandra Nathan. “We are very grateful for and excited about this opportunity to help older adults keep their dignity, get a job and get a paycheck.” The unemployment rate for older people has surged, according to a March 2009 Urban Institute Report, a challenging reality for seniors who face the intractable challenge of less time to keep their lives intact, as their resources decline. Under the DOL grant, NCOA will train at least 590 low income older adults (based on an income that is 125% of the federal poverty level) in community service jobs through the SCSEP program. An innovative and cost-effective federal program, SCSEP allows individuals to develop the skills needed to find private employment while earning a modest income. ( Read the entire release on BusinessWire.)
(From The Star-Ledger) New Jersey businesses that hire workers who have run out of unemployment benefits will receive up to $2,400 for on-the-job training, Gov. Jon Corzine said yesterday. The state Department of Labor and Workforce Development will spend up to $8 million from discretionary federal funds to pay for the incentives, which are expected to help 3,000 to 4,000 people find jobs. Corzine said it is the first program of its kind in the nation. Read the entire article.
The fast growing talent gap is prompting even CEOs to add leadership development and recruitment to their busy daily schedules, according to a new report by Deloitte and Forbes. The Threading the Talent Needle report, which features several different takes on talent management revealed through one-on-one interviews with senior leaders at global organizations, described several companies that believe the shortage of qualified people is becoming severe enough to get the CEO’s direct attention. [more]Two-thirds of the organizations in the study cited a critical need for the CEO to meet face to face with high-potential employees. These findings underscore the severity of the human capital shortage, considering that CEOs must add talent management to their daily tasks of directing business strategy, managing finances and working directly with the board. “Our CEO is very much involved in selecting people at higher levels, and he is directly involved in the talent review process in our organization,” said Juergen Brokatzky-Geiger, head of Human Resources at Novartis. In addition to interacting with employees to aid retention and develop skills useful to the organization, some CEOs are even spending time on attracting new talent at all levels. “I personally get involved with recruitment days and sessions that we organize around the world, so I can speak to young people and see what they really have on their minds,” said Peter Bakker, CEO of TNT, a Netherlands-based delivery services company. The effort CEOs are placing on talent management emphasizes the importance building a competitive workforce plays in the future of the organization. For more information on this study, please visit Deloitte’s Talent Management website at www.deloitte.com/us/talent.
According to Dr. Ruth Colvin Clark, a renowned specialist in instructional design and workplace learning, workplace learning and development professionals are wasting their time and money focusing on fads and myths like learning styles and relying on course satisfaction surveys as evidence of training effectiveness. Colvin Clark has written a new book, Evidence-Based Training Methods: A Guide for Training Professionals, that helps learning practitioners professionalize their work by using research and evidence to validate their methods. Bridging the gap between instructional research and workplace practice, Colvin Clark tackles popular training myths and makes a strong business case for dropping fads that don’t work and investing resources in proven methods. Instructors, training managers, and instructional designers will find this book insightful and practical as it guides practitioners to incorporate evidence and learning psychology into program design, development, and delivery decisions. Evidence-Based Training Methods: A Guide for Training Professionals is published by ASTD Press. Ruth Colvin Clark will be speaking on Sunday, May 16th at the ASTD 2010 International Conference & Exposition in Chicago, IL, where she will also have a book signing.
Workplace learning and development professionals are wasting their time and money focusing on fads and myths like learning styles and relying on course satisfaction surveys as evidence of training effectiveness, according to a new book from ASTD Press, Evidence-Based Training Methods: A Guide for Training Professionals. Written by Dr. Ruth Colvin Clark, a renowned specialist in instructional design and workplace learning, Evidence-Based Training Methods helps learning practitioners professionalize their work by using research and evidence to validate their methods. Bridging the gap between instructional research and workplace practice, Colvin Clark tackles popular training myths and makes a strong business case for dropping fads that don’t work and investing resources in proven methods. Over the last 20 years a growing body of research has proven what works and doesn’t work when it comes to training and how learning occurs in the brain. This book summarizes the most up-to-date evidence available about critical decisions faced by today’s training professionals. Evidence-Based Training Methods: A Guide for Training Professionals is written for instructors, training managers, and instructional designers and guides practitioners to incorporate evidence and learning psychology into program design, development, and delivery decisions. Ruth Colvin Clark will be speaking on Sunday, May 16th at the ASTD 2010 International Conference & Exposition in Chicago, IL, where she will also have a book signing.
July 22, 2010 – Greensboro, NC – How do talented managers develop into effective senior leaders? And what can organizations do to ensure this growth? Extraordinary Leadership: Addressing the Gaps in Senior Executive Development proposes some groundbreaking answers, providing strategies and tools to round out leadership skills and create a steady pipeline of top executives. A joint publication of The Center for Creative Leadership (CCL) and Jossey-Bass, the book is edited by executive leadership experts Kerry A. Bunker, Douglas T. Hall, and Kathy E. Kram. It collects views on the often invisible elements of intrapersonal, relational, organizational, and contextual development from more than 20 leading thinkers in the field. “The chapters in this book address the subtle yet powerful forces that combine to differentiate outstanding leaders from also-rans,” Bunker, Hall and Kram say in the book’s introduction. “The end product is a comprehensive guide for leader development, a resource for executive coaches, human resource professionals, mentors, corporate officers, and aspiring senior leaders themselves.” The 321-page book provides techniques and strategies based on real-world examples, helping executives, mid-level managers and emerging leaders identify the issues that contribute to these leadership gaps. Such issues include the accelerated career advancement of high potential managers, the rapid pace of technology and globalization, and the importance of accountability and emotional intelligence. Leaders must now be as approachable as they are inspirational, according to the editors. To fill the gaps present in the workplace, they must demonstrate authenticity, integrity, emotional competence, and the ability to inspire leadership with and through others. In Views from the C-Suite, a chapter on intrapersonal development, former CCL Board member Naomi Marrow explains that self- assessment helps executives gain clear insight into the impact they have on others. In The How-to-Be Leader: A Conversation with Frances Hesselbein, Kathy Kram explores what it means to lead with authenticity. Other chapters with contributions from CCL include The Learning Premise: A Conversation with Peter B. Vaill by Kerry A. Bunker and CCL faculty member Laura Curnutt Santana; Developing Leaders with Cultural Intelligence: Exploring the Cultural Dimension of Leadership by Santana, Mira las Heras, and Jina Maol; Leading Inclusively: Mind-Sets, Skills, and Actions for a Diverse, Complex World by CCL Board member Ilene C. Wasserman and Stacey Blake-Beard; and a final chapter entitled Looking Forward: Creating Conditions for Extraordinary Leadership, where editors Kram, Hall, and Bunker integrate the perspectives shared throughout the book. Bunker, founder and president of executive development firm Mangrove Leadership Solutions, is a former CCL senior fellow. Kram, a professor of organizational behavior at the Boston University School of Management, is a former member of CCL’s Board of Governors. Hall, a professor of management at the Boston University School of Management, is a former H. Smith Richardson Jr. Visiting Fellow at CCL. About the Center for Creative Leadership The Center for Creative Leadership (CCL) is a top-ranked, global provider of executive education that accelerates strategy and business results by unlocking individual and organizational leadership potential. Founded in 1970 as a nonprofit, educational institution, CCL helps clients worldwide align business and leadership strategy, develop the organizational environment and prepare individuals to be more effective leaders. Each year, through its proven, innovative and highly personal approach, CCL inspires and supports more than 23,000 leaders in 3,000 organizations around the world. Through an array of programs, products and services, CCL and its world-class faculty, coaches and researchers deliver unparalleled leadership development, education and research in more than 120 countries. Ranked by clients as No.3 worldwide in the 2010 Financial Times annual executive education survey and among the world’s top providers of executive education by BusinessWeek, CCL operates out of eight locations around the world. Headquartered in Greensboro, NC, CCL’s additional locations include, Colorado Springs, CO, San Diego, CA, Brussels, Belgium, Moscow, Russia, India, Africa and Singapore.
The failure of senior leaders to grasp the importance of instructional design is a big stumbling block for organizational learning and development efforts, according to a new study from the Association for Talent Development (ATD), formerly ASTD. Instructional design (ID) is critical to effective organizational learning and today the field is navigating an abundance of new tools, technologies, and evolving learning delivery methods. Organizations that want their employees to engage in learning initiatives that enhance performance on every level, must value the essential role instructional design plays. In the report, Instructional Design Now: A New Age of Learning and Beyond, ATD teamed with the Institute for Corporate Productivity (i4cp) to gather insight from instructional designers and learning professionals worldwide to assess the current and anticipated future states of ID and its contribution to business success. When ATD and i4cp collaborated for the 2010 report, Instructional Systems Design: Today and in the Future, the main focus was instability in organizational learning, complicated by ongoing technological advances and globalization. Today, those factors still exist, however, the new research indicates that ID professionals must become faster, more strategic, global, and tech-savvy. The research also indicates that buy-in from senior leaders has remained low due to the lack of competencies, which has led to low funding. Key findings from the Instructional Design Now: A New Age of Learning and Beyond include: Instructional Design Now: A New Age of Learning and Beyond, is available on the ATD store. Visit Instructional-Design-Now.
Since I have been covering the area of eCollaboration (which includes some forms of eLearning) for the last 15 years, I talk to lots of vendors about their plans for collaboration and their future. A few months ago I talked about Adobe’s strategy for moving into collaboration through PDF. With the acquistion of MacroMedia it looks like Adobe will be leaping into the collaboration space even more quickly. Macromdia currently owns Breeze, and the Flash Communications Server (FCS) which is the underlying technology for many of the real time audio and video collaboration service offerings. The statement from the Adobe press release this morning says “The combination of Adobe and Macromedia strengthens our mission of helping people and organizations communicate better. Through the combination of our powerful development, authoring and collaboration tools – and the complementary functionality of PDF and Flash – we have the opportunity to drive an industry-defining technology platform that delivers compelling, rich content and applications across a wide range of devices and operating systems.” It also looks like Adobe has acquired MacroMedia to enable them to expand more rapidly into the market for audio and video applications for handhelds and other gadgets. So it will be interesting to see if Adobe either: spins off a collaboration company or business unit from the combination of Breeze, FCS and PDF, or if they will choose to integrate these three technologies into an offering that might even challenge Microsoft. I would love to hear what you think about this most interesting acquistion
Help is now available for local entrepreneurs to get the training they need to start their own businesses. “Louisiana Economic Develop-ment, in conjunction with the Louisiana Department of Children and Family Services, has allocated $425,000 statewide for the Microenterprise Development Program,” said Frank Fink, St. Mary Parish’s director of economic development. He said $47,000 of that total has been awarded to the Acadiana Regional Development District to provide training to families in St. Landry, Evangeline, Acadia, Vermilion, Iberia, St. Martin, Lafayette and St. Mary parishes to allow them to help start their own businesses. To qualify, Fink said individuals must be the parent or qualified caregiver of a child with earned income levels at or below 200 percent of the federal poverty level or must meet other “Temporary Assistance for Needy Families” guidelines. Read more.
LONDON and RESTON, VA (July 20, 2010) Learning Tree International (NASDAQ NGM: LTRE), a leading global training provider, announced that they have been awarded a contract by NATO CIS Services Agency (NCSA) for delivering Project Management, ITIL Certification, Technical, Management and Business Skills training to NATO staff throughout Europe. NATO selected Learning Tree International after a six month review process, evaluating providers on consistency, quality and cost effectiveness. Under the contract, Learning Tree International will provide commercial training services to an estimated one thousand delegates a year across NATO and NCSA bases in Europe. The training will be delivered through a mixture of on-site courses run at NATO and NCSA sites, local open enrolment courses and through Learning Tree International’s fully engaged, live online instructor-led training solution – Learning Tree AnyWare. Utilising AnyWare, NATO employees will connect to an actual classroom where they’ll participate online in a live, instructor-led training course being held at a NATO or Learning Tree International facility. AnyWare delegates join from wherever they are stationed, saving the time and expense of travel, and receiving the same training, with the same benefits as their in-class counterparts. AnyWare allows NATO staff from disparate bases and sectors to attend the same training course and fully interact with the instructor, their NATO colleagues and complete all of the course’s hands-on exercises. Richard Chappell, Managing Director, Learning Tree International UK, said, “We have been working with NATO for more than 10 years, giving us an unparalleled understanding of their environment and an appreciation of their need for flexible, timely and robust solutions. Learning Tree International is uniquely equipped to meet NATO’s training requirements thanks to our wealth of experience in delivering onsite training throughout Europe, our ability to host a European open enrolment schedule, and through the use of our live online instructor-led offering – Learning Tree AnyWare.” About Learning Tree International Learning Tree International is a leading global provider of highly effective, hands-on training to managers and information technology professionals. Since 1974, over 65,000 organizations have relied on Learning Tree to enhance the professional skills of more than 2 million employees. Learning Tree develops, markets and delivers a broad, proprietary library of instructor-led courses focused on people and project management, leadership and business skills, Web development, operating systems, databases, networking, IT security, and software development. Courses are presented at Learning Tree Education Centers, located globally, on site at client facilities, and are available via Learning Tree AnyWare, the Company’s proprietary live, online instructor-led training delivery option, which connects online participants to the actual classroom. For more information about our products and services, call 1-888-THE-TREE (1-888-843-8733), visit www.learningtree.com, follow @LearningTree on Twitter or visit Learning Tree International’s Facebook fan page.
The book Blink by Malcolm Gladwell is everywhere. From the Chief Learning Officers I recently met at the Executive Development Associate’s CLO Forum, to a few mid level trainers I spoke with last week at a nonprofit, to my neighbor who’s line of business has nothing to do with learning at all – Blink is all the rage. But why? Perhaps it the byline: The Power of Thinking without Thinking. What could be better? Doesn’t everyone want to function effectively in the world without thinking? Gladwell’s ideas have more to do with Flow than anything else – being able to respond and act intuitively, to make judgments and decisions through “rapid cognition”, without the kind of methodical analysis that plagues corporate conference rooms and stifles the agility of organizations. When we apply these ideas to learning, we can only come away wondering if we’ve been overengineering the learning process for our children, employees and managers. Perhaps what we need is a more appreciate mindset for the world around us, the kind of reframe that David Cooperrider at Case Western Reserve University (and ASTD’s distinguished practitioner of 2004) describes when he talks about Appreciative Inquiry? Maybe we need to recognize and create formal approaches to tapping into the power of informal learning? The
Organizations that effectively utilize a leaders as teachers approach can realize six key strategic benefits. The first reason to implement a leaders-as-teachers approach is that it drives business and organizational results by ensuring strategic business alignment between senior business leaders and the programs and services provided by the learning function. A leaders-as-teachers program that is aligned with strategic business and organizational goals serves as a type of organizational insurance policy for leaders who teach. The second reason to implement a leaders-as-teachers approach is that it serves as a catalyst for the learning and development of the leaders and associates who participate as students in leader-led programs. This dynamic occurs in three ways: role modeling, creating a safe environment for feedback, and building networks. The third reason to implement a leaders-as-teachers approach is that it has inherent development qualities for those who teach. Many leader-teachers say that they are not sure who learns more when they teach.the participants or themselves. They move out of their comfort zone. Job challenges of different types, sizes, shapes, and intensities are the “genetic material” that enables leaders to learn, grow, change, and develop. Teaching, for many leaders, is a very significant job challenge and one that also helps them to see new viewpoints. The fourth reason to implement a leaders-as-teachers approach is that leader-teachers have the opportunity to strengthen their organization’s culture and communications. Culture transmission and communications through leader-teachers occurs in numerous ways including role modeling, social networks, communities of practice, continuous learning and communication flow across geographies, businesses and functions. The fifth reason to implement a leaders-as-teachers approach is that it enables them to serve as catalysts for business and organizational change through their direct access to a wide range of learners. The sixth and final reason to implement a leaders-as-teachers approach is that it drives numerous cost efficiencies by leveraging top talent. The leaders-as-teachers approach affords opportunities to deliver programs for “pennies on the dollar” compared with many other forms of delivery.
(From PRNewswire) — Korn/Ferry International, a premier global provider of talent management solutions, has won the HR Consulting Firm of the Year award in the category of Talent Management at the recent China Staff Awards 2010. Organized by CCH, a Wolters Kluwer business, the China Staff Awards, established in 1998, recognizes individuals and companies whose dedication to the HR profession is acknowledged by their peers. “We are thrilled to win the award for HR Consulting Firm of the Year under the Talent Management category,” said Jack Lim, managing director of Korn/Ferry’s Leadership and Talent Consulting business in Greater China. “The award is a testament and recognition of the work we do with our clients to help them continually build their capabilities and talent pipeline, in order to remain agile in a fast changing environment.” In recognizing Korn/Ferry, the panel of judges noted that “Korn/Ferry’s research-based talent management solutions have come at a critical time in the China market and worldwide. We recognize them for their quality services in the areas of identifying best fit talent, leadership assessment, and customized development programs. Korn/Ferry leverages unique methodologies to attract, identify and develop high-potential leaders who learn quickly, navigate change and drive the changes needed in the market.” The HR Consulting Firm of the Year award recognizes the firm that offers cohesive and effective HR management solutions in areas such as HR Strategy, cost & budget, organizational development, leadership development, succession planning, HR technology and workforce planning. These solutions must not have only helped clients create a high-performance work environment, but also proved to result in measurable benefits to the client company. Previous winners of this award include Hewitt Associates Consulting and Mercer Human Resources Consulting. Read more.
Learning transfer is a key to improving the business impact of training. In an era of increased accountability and the drive for measurable results, learning and development professionals need to have tools that move them from order taker to strategic business partner. ASTD has been studying the issue of learning transfer for quite some time. We know it’s our responsibility to provide learning and development professionals with practical and actionable resources to help them make significant impact in their organizations. So we’re pleased to let you know about a new conference offering centered on this critical subject: The Learning Transfer Conference. We’ve partnered with the Fort Hill Company to bring this opportunity to you. The Learning Transfer Conference is an interactive 1 day workshop that kicks off a 10-week learning program. During the program, attendees will learn to apply the Six Disciplines of Breakthrough Learning to dramatically improve the business impact of training and development efforts, and will interact with the authors of this best-selling and widely-adopted approach to enhancing training’s impact. They will also benefit from online coaching and interaction with the facilitators and other participants for two months after the workshop itself. Attendees will: The Learning Transfer Conference will take place April 7-8 in Chicago and in November near Washington, D.C., on a date to be announced shortly.
Seattle, WA September 14 2010 – Intrepid Learning Solutions, Inc, a leading provider of learning and performance solutions, has been awarded a five-year agreement with The Boeing Company to provide training delivery, skill assessment and support services in support of Boeing’s Learning, Training and Development (LTD) enterprise requirements. The contract includes delivery of training solutions across a range of topics including environmental health and safety, industrial skills for new employees, industrial skills certifications and re-certifications, manufacturing engineering, production systems, as well as training required when an employee requests a transfer from one job to another. “We are very proud to receive this contract from The Boeing Company,” said Intrepid CEO Vikesh Mahendroo. “This contract is a testament to our long-term partnership, and our total commitment to providing Boeing with industry-leading, expert aerospace training services of the highest quality. We pride ourselves not only for our strong execution track record, but also our flexibility and service mindset. We appreciate the opportunity to continue to serve The Boeing Company.” In recognition of Intrepid’s high level of performance, earlier this year Intrepid received a 2009 Boeing Performance Excellence Award. The Boeing Company issues the award annually to recognize suppliers who have achieved superior performance in the delivery of mission-critical services and solutions. Intrepid maintained a minimum Silver composite performance rating for each month of the 12-month performance period from October 2008 through September 2009. This year, Boeing recognized 486 suppliers who achieved either Gold or a Silver level Boeing Performance Excellence Award. Intrepid is among 358 suppliers to receive the Silver level of recognition. Industry analysts recognize Boeing’s award as one of the most significant learning outsourcing contracts of the year, and one of the most strategic among active learning business process outsourcing partnerships between a client and a supplier. “Intrepid once again demonstrates that exceptional talent, learning expertise and trusted partnership keeps them at the forefront of the training industry,” said Doug Harward, learning industry analyst, Founder and CEO of TrainingIndustry.com. “The Boeing Company’s continued confidence in Intrepid is evidence to that trusted partnership and their impact on Boeing’s business performance. Boeing only works with the most respected and qualified business partners; making this a landmark relationship for the training industry.” About Intrepid Learning Solutions Intrepid Learning Solutions is a dedicated provider of award-winning learning solutions that drive business performance. Founded in 1999, Intrepid offers consulting, technology and managed learning services to companies worldwide. In addition, the company offers innovative learning solutions that leverage mobile, agile and virtual technologies to support individual learner preferences and broader business goals. For more information, visit http://www.intrepidls.com.
(From the New York Times) – In the United States and Europe, people worry that their well-paying, high-skill jobs will be, in a word, “Bangalored” – shipped off to India. People here are also worried about the future. They fret that Bangalore, and India more broadly, will remain a low-cost satellite office of the West for the foreseeable future – more Scranton, Pa., in the American television series “The Office,” than Silicon Valley. Even as the rest of the world has come to admire, envy and fear India’s outsourcing business and its technological prowess, many Indians are disappointed that the country has not quickly moved up to more ambitious and lucrative work from answering phones or writing software. Why, they worry, hasn’t India produced a Google or an Apple? Innovation is hard to measure, but academics who study it say India has the potential to create trend-setting products but is not yet doing so. Indians are granted about half as many American patents for inventions as people and firms in Israel and China. The country’s corporate and government spending on research and development significantly lags behind that of other nations. And venture capitalists finance far fewer companies here than they do elsewhere. Read the full article.
What are the needs of the sales team? Sales development needs must begin with an understanding of the intricacies of the buyer and seller relationship. Simply put, you must help sales team members leverage a standard sales process. This requires that youknow as much, if not more, about the sales process as the sales team members who employ it. While many sales team members have been trained on a standard process, or have figured it out on their own, you are in a unique position to prioritize, organize, and implement the appropriate sales training activity to improve its execution — as long as you know what you’re doing. The steps below are recurring cycle. Leveraging this analysis tool, you can improve efficiency and manage sales team development processes more effectively, within a strategic context. This tool offers a structured way for you to identify, prioritize, and implement sales training solutions. Because the approach is a system’s approach, it can help sales teams align to the buying organization, focus on ratcheting up performance, and address immediate problems while keeping an eye on the longer term. Sales managers and sales trainers will approach each sales training action with information about their organization, the buying organization, and the relationship between them. The model’s five phases are: As organizations begin to think of sales development needs within a phased, cyclical process, they are better equipped to adopt an overall holistic approach to sales force recruiting, retention, and engagement that includes talent management and leadership development – building a path towards improved sales team performance. Following this approach can help your organization understand the alignment of areas of sales force expertise in relation to long-term sales goals. By determining the key questions outlined under each step of the sales development analysis tool, you can begin to see how each phase builds upon the one before, and how specific skills and knowledge are developed. It will help you set the stage within your organization to effect the paradigm shift from “sales training” to “sales development and performance,” and will guide your efforts to make the business case for this shift as well as tie it to desired business outcomes. By adopting this approach, you can ensure that your sales organization is knowledgeable, engaged, and equipped to work with even the most demanding buyers to ensure your company’s future growth and profitability. Perhaps more importantly, this model serves as a continuous improvement framework. When you have accomplished step 5, it’s time to begin anew at step 1.
(From freshbusinessthinking.com) — Taleo Corporation, provider of on-demand talent management solutions, today released new research findings which show that organisations are prioritising employee development over hiring for the year ahead, as they look to improve staff retention and develop talent within the business. The vast majority (82%) of HR professionals surveyed said they considered employee development to be a bigger priority for their organisation in 2011, compared to just 18% who felt recruitment was going to be more important. In addition, 56% of respondents reported that employee development and training was perceived as an essential business enabler within their organisation, while 15% reported that it was still seen as a nice to have rather than essential. When asked to identify what would help their organisation to develop its talent better, more than a quarter (27%) of respondents felt that better visibility of skill gaps would greatly assist them in developing employee talent, while almost as many (25%) would like better visibility of their employees existing skills. Read more.
The top 5 Issues Facing VPs of Sales Every year millions of dollars are spent investigating and pursuing ways to grow sales. Any business owner knows that sales are the life blood of the company. If there are no sales there is no company, it is that simple! A past study of 2,663 sales organizations by Think Training, Nightingale Conant, and Trainique uncovered five areas that shed light on what separates the best from the rest. Issue one – A poorly defined sales process. 82% of all CEO’s said their sales organization had a process that was poorly defined or a process that wasn’t being followed. A sales process is like a road map. If you pay attention it helps you determine if you are in heading in the right or wrong direction. A well defined sales process does the same thing. It should be consultative in nature, have defined steps that allow both parties to develop a better understanding of each other and a set of questions that help you qualify or disqualify. Issue two – Lack of essential skills. 42% of CEO’s said their salespeople lacked the essential basic skills needed to do their job properly-ouch. During the 70’s and 80’s it was common for large corporations to hire new sales recruits and put them through a 12- 18 month intensive sales development program. Those days are gone, leaving a huge skills gap! Odds are if you are younger then 40 you never received the type of training you really needed. Issue three – Failing to focus on the right kinds of activity. 90% of CEO’s said their salespeople focused on low payoff activities or called on the wrong people. It is a common mistake to confuse being busy with being productive. Top performers know what they are doing, why they are doing it and whom they are doing it with. Issue four – Allowing “self talk” to sabotage your efforts. 86% of CEO’s said their salespeople had negative thinking or self talk that was damaging their sales efforts. There are hundreds of examples but the most obvious has to do with discounts. Over and over again I hear salespeople say they have to be the lowest price to win the business. Every study I have ever read says that there are 4 – 6 other issues ahead of price but we have been “programmed” to think price is the issue. It is critical to understand how you have been programmed and how some of thoughts are working against you! Issue five – Sales management not developing their people enough. 67% of CEO’s said that their sales managers were not spending enough time coaching and developing their salespeople. The job of a sales manager is to coach their people just like in professional sports! Unfortunately if we don’t have a sales process, salespeople with undeveloped skills or the wrong people coaching becomes impossible. For salespeople taking responsibility for our own professional development is the key! Have a process, hone your skills, focus on the right kinds of activity, be aware of your thoughts, get some coaching, join a sales mastermind group, or join an association dedicated to your success. Good sales professionals realize their strengths and weaknesses and create a plan that addresses their abilities. Great sales professionals repeat this process over and over.
A blog. Who me? Who reads these things anyway? I don’t want to just be more pollen clogging up the communication airwaves! ASTD has convinced me that I have something to say and that someone will listen. When asking for advice about blogs, I received this advice: 1. Use a compelling title. 2. Make it interactive. Therefore my initial blog includes a title that incorporates at least six powerful marketing words. (Read on for the interactive part.) Invest in You. As WLP Professionals we are often like the shoemaker’s shoeless children when we are vigilant about everyone’s professional development except our own. Stay on top of the profession including state-of-the-art practices as well as the fads of the day. Read journals, newsletters, and books; attend an ASTD Training Certificate program; read the training spam you receive; subscribe to e-newsletters – often free. Attend virtual learning events: webinars, teleconferences, and webcasts (also often free or for a small fee). And the most important thing you can do to Invest in You is to attend ASTD’s ICE. For the last quarter century I have religiously attendedASTD’s International Conference and Expo, fondly called ICE. I often hear ASTD members say they can’t afford it, because business is down, or because their company isn’t paying for it. I say that you “can’t afford not to attend!” It is an Investment in You. If you won’t invest in you, who will? Attend ICE. It is an excellent way to learn a great deal, get away to a great location, meet new people, renew past acquaintances, and attend sessions where presenters discuss new ideas and approaches. The networking is phenomenal andprovides youwitha ready-resource list in the future when you have questions. Guaranteed Free Prize. I want interaction. Those of you who have been in a training session with me know I like interaction, dialogue, two-way discussion. I want you to be involved in this blog . So, here’s the deal: I will award a prize to everyone who provides me with your business card at ICE on which is written a topic you would like to see in this blog. Please be sure your physical mailing address is on your business card. (Seems like a silly request, but you’d be surprised.) So, want a free prize? Interact with this blog. Look me up at ICE. Give me a topic to address in this blog written on your business card. Clear and fair? I have a third piece of advice for bloggers: Stay ahead of it; the next one is due before you know it. And that’s why I have started writing the next blog, “The Upside of a Down Economy.” So, regarding this blog: S ee you in D.C.!
(From Gulf Times) — The Hamad Medical Corporation (HMC) has received a Gold Award from the Supreme Council of Information and Communication Technology in Qatar (ictQATAR) for actively promoting e-learning among its employees through the Qatar National e-Learning Portal. HMC Marketing, Media and Public Relations executive director Mohamed al-Noimi received the award at the first anniversary celebration of the Qatar National e-Learning Portal on Tuesday. He praised the initiative carried out through ictQATAR regarding e-learning adoption in all government sectors, and stressed the value of collaboration among different organisations in utilising opportunities offered by ictQATAR. “The award recognises the continuous efforts of HMC in collaboration with ictQATAR towards the adoption of e-learning across our organisation,” al-Noimi said. HMC has achieved the highest adoption of e-learning in terms of course completion with 1,450 courses successfully completed by HMC staff in 2010 and takers achieving at least 80% scores. Health Information Systems (HIS) department’s Information Technology head Omar Sweiss was also honoured as the “e-Learning Manager of the Year” for his leadership in promoting e-learning among employees at HMC. “E-learning has truly impacted the skill sets of many HMC employees. We have had the active support of the e-learning team at ictQATAR in our efforts to promote e-learning courses within the organisation, and to build awareness in order to lay the foundations for corporate adoption of the initiative as part of human resource development plans,” Sweiss said. He praised the self-initiative of HMC employees who were keen to develop their knowledge and skills, and have voluntarily enrolled in online business and information technology courses.
Strategic workplace learning and its role in achieving priority outcomes for public sector agencies gets the spotlight treatment in the summer 2010 issue of The Public Manager, a quarterly journal devoted to furthering knowledge and best practices at all levels of government. Aligning training to meet strategic business goals is a key driver for private organizations and it is increasingly so for the public sector as well. This issue of The Public Manager details a transformational effort at the National Park Service that won The Graduate School’s Edwards Deming Award. Other best practice articles that highlight the value of aligning training with priority outcomes include features on improving business analysis through integrated learning in the New York State Office of the State Comptroller, and scenario-based training that improves state trooper performance in New Jersey. Change in the public sector workplace, and how to manage that change, are also discussed in this issue of the journal. Topics include: strengthening civic skills; budgeting federal labor costs; the government workplace of the future; service learning through colleges and universities; bridging the skills gap; and how executive coaching is boosting leadership development in the federal government. The full text of the journal articles, and a searchable archive of more than 2,500 past articles, are available through subscription at www.thepublicmanager.org. The website also features electronic forums and blogs, including a blog partnership with GovLoop, a social network of 30,000+ people in the government community. About The Public Manager The Public Manager offers readers practical solutions for emerging public administration and policy issues from experienced professionals. A forum for developing and disseminating best practices, it encourages continuing excellence in government and nonprofit organizations. The Public Manager is published by The Bureaucrat, Inc., an affiliate of the American Society for Training & Development (ASTD), the world’s largest association dedicated to the training and development field whose members work in thousands of organizations in the public and private sectors.
(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.
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!
Decades of experience at Disney and other Fortune 500 organizations are brought to bear in Lead with Your Customer, a book that goes beyond buzzwords and business theory and provides a practical roadmap to achieving excellence in an organization. This is not an academic book about business theories, but is a book about people – both external (customers) and internal (employees) – what makes them tick, and how truly understanding them can give a company the competitive edge. Lead with Your Customer: Transform Culture and Brand into World-Class Excellence is the result of years of operational implementation and spells out a clear method for focusing on the right things to achieve world-class results and bottom-line success. This real-world, proven process of improvement knits together four key concepts to create a strategic foundation: From leadership self-assessment to the examination of core customer qualities, Lead with Your Customer explores how to understand people’s motivations and leverage this insight to create an experience that serves internal and external customers. Examples from legendary organizations like Apple, Google, General Electric, IKEA – and of course the Walt Disney Company – provide excellent support for the World-Class Excellence Model developed by the authors. Lead with Your Customer: Transform Culture and Brand into World-Class Excellence is written by Mark David Jones and J. Jeff Kober, who have decades of experience at Disney and other Fortune 500 organizations. Out of their proven success they have developed their World-Class Excellence Model. Lead with Your Customer offers the opportunity to get an insider’s angle on the great business successes of our time. Lead with Your Customer: Transform Culture and Brand into World-Class Excellence includes a foreword by Lee Cockerell, former Executive Vice President of Walt Disney World Resort and author of Creating Magic, is published by ASTD Press and can be found on the ASTD Store at www.store.astd.org. ASTD Press is the publishing division of the American Society for Training & Development.
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.
That’s Latin for “To be, rather than to seem.” It’s the state motto of North Carolina, and that’s the only way I know that, for I left my Latin studies behind long ago.If you work for a business, be a business person. T+D (formerly called Training & Development) is the magazine of ASTD (formerly known as the American Society for Training & Development). The cover story of the last issue tells WLP (workplace learning and performance) professionals that Business Acumen is Priority One. The article, Build Your Business Acumen, tells us that we WLP professionals “need to think and talk like their internal customers.” The article advises readers to understand the business and how it operates, to use business terminology to gain credibility, to recognize business priorities, to create a value proposition, and to advance the learning and performance business agenda. Follow the instructions and you can become an Enabler, trusted by management to help run the business. This is fine advice but it doesn’t go far enough. You can do more than sharpen your business acumen, use management’s vocabulary, and position yourself as an understanding, savvy helper. Instead of acting like a business person, why not become one? “Earning a seat at the table” is not enough; you need to be invited back frequently.If it looks like a duck, walks like a duck, and quacks like a duck, it’s a duck. If a WLP professional looks like a business person, walks like a business person, and talks like a business person, why shouldn’t she join a business community of practice and become a business person? Am I being too subtle? You are paid to help create value, not to train people or design learning environments: those are but the means to an end. Make yourself profitable. Add value. Don’t fake it. Just do it. As Janis Joplin advised, “Don’t compromise yourself. You’re all you’ve got.” Esse quam videri.
Learning and development is critical to business success. We all know that. It’s nice when a major media outlet like Entrepreneur makes the case too. Check out this feature article, How to Make Employee Training a Winning Investment, which includes a nice mention of ASTD and quotes executive editor, Pat Galagan.
The U.S. House of Representatives passed a resolution recognizing Employee Learning Week. Several ASTD chapters have secured proclamations from their local cities, counties, and states also declaring Employee Learning Week 2010. Some businesses are hosting learning fairs, others are holding lunch & learn events, still others are tying performance reviews to the organization’s learning initiatives. Individual learning professionals are planning to send learning tips to their clients. Training departments around the country – and across the globe – are planning activities to recognize the critical role that learning and development plays in organizational success. So what are YOU doing? ASTD is holding several events for our own employees. And we’re also hosting a FREE webcast on The New Social Learning, the book by Tony Bingham and Marcia Conner. The webcast is December 8 and there are still a few spots left, so be sure to register. We’ll be posting some other great resources for you to take advantage of in future blog posts. Remember — Employee Learning Week is a great time to celebrate the value of what learning professionals do every day. And it’s a great week to treat yourself to some learning opportunities too! Be sure to let us know what you do to celebrate #elw10 (if you’re going to tweet about your activities, please use this hash tag!). Email firstname.lastname@example.org so we can send you a Champion of Learning certificate!
(From Human Resource Executive Online) — According to the 2010 State of the Industry Report just released by the Alexandria, Va.-based American Society for Training and Development, 37 percent of training hours involved electronic technology in 2009; 28 percent of training was done online, up from 23 percent in 2008. By comparison, in 2002, only 15 percent of the 304 companies surveyed used electronic technology to deliver formal training. Meanwhile, live, face-to-face interaction is down to 59 percent, says Pat Galagan, ASTD executive editor. “There is a lot of blended electronic and classroom. It’s a general trend.” Despite a total drop in training expenditures, the ASTD says it is encouraged by the continuing high level of investment in job training by U.S. companies, despite the recession. Companies surveyed invested $126 billion in job training in 2009. While that is a decrease of 6 percent from 2008, the average cost-per-employee remained stable — increasing very slightly, by 1 percent — because there was a smaller work force. In addition, learning expenditures accounted for a slightly larger percentage of corporate revenue and profit. “The findings… clearly demonstrate that executives and business leaders know their investments in employee learning and development are keys to survival, recovery and future growth,” says ASTD president and CEO Tony Bingham. Galagan says it’s not unusual for training expenditures to “remain stable despite the recession”. When the workforce is cut, the employees that remain are doing more and often have to be trained in new areas. In addition, in bad times, companies often opt to make a “rapid change in direction” or business model, which “requires a change in skills for everybody,” she says. Read more.
(From PRNewswire) — In a recent survey conducted by the International Quality and Productivity Centre, 44% of the 2,895 Energy sector respondents have chosen retention and employee engagement as the topmost HR challenge in the Oil & Gas sector compared to 19% for recruitment. Continuous intake programs and intensive training have helped the industry address the recruitment challenge well. Now it is the next step of engaging and retaining the staff that has come under the spotlight. Building competencies and leadership development were the other top-quoted challenges. A surprising result was when people were asked to define the most prominent role that HR had to play in Oil and Gas. Planning for rewards and compensation came in last with only 9% voting for it. Talent Management and learning and development with 17% each were on top of the table. The most interesting areas of interest were Nationalization and leadership development initiatives. As the custodians of the region’s natural and mineral wealth, it is important that the national population is involved in key leadership positions which in turn are safeguarded through a structured succession plan. Mark Bechtold, HR & Organization Development Consultant at Saudi Aramco, commented, “Factors impacting organizations include rising costs, competitive business environments, and changing workforce demographics. To address these issues, management in Middle East Oil & Gas companies must build on the strengths of the Middle Eastern, Arab culture in a way that involves, engages and inspires employees to work harder and smarter.” Read more.
ACCELERATED LEARNING – Multiple Intelligence and YOU. “It’s not how smart you are but how you are smart,” states Harvard College of Education Professor, Howard Gardner, who developed the ” Theory of Multiple Intelligences”. Why is it that people with IQs of (160) end up working for people with IQs of (100)? When you understand how to identify and use the intelligences strongest for you – is when you can really begin to use your full brain power. An Accelerated Learning system can speed up the design and learning process to increase learning effectiveness with a calculated return on business results. Gardner revealed his theory in “Frames of Mind”, a book where outlining (8) distinct Intelligences. Linguistic Intelligence The ability to read, write and communicate with words. Authors, Journalists, Poets, Public Speakers and Comedians. Logical-Mathematical Intelligence Reasoning and calculating, logical and systematic. Engineers, Scientists, Economists, Accountants, Detectives, Legal Professionals, Mathematicians. Visual-Spatial Intelligence Visualization, and Imagination for actualizing and materializing a thought or creation. Architects, Sculptors, Photographers and Strategic Planners. Direction, navigation and drawing. Musical Intelligence Create or compose music, singing, vocalizing or moving to rhythm. Understanding or appreciating music. Musicians, Composers, Recording Artists / Engineers. Music ability can be learned and used for accelerate memory, pnemonics. Bodily-Kinesthetic Intelligence Solving problems, create products or present ideas and emotions with your body or through intuitive feeling. Athletics, dancing, acting, building and construction / hands on vocational agility. Interpersonal (Social) Intelligence Relate and work effectively with others through empathy, understanding, discernment. Teachers, Facilitators, Therapists, Politicians, Religious Leaders and Sales People. Intrapersonal Intelligence Self-analyze, and Reflect. Contemplate behavior and inner thoughts for personal growth and human development. Having an aptitude to love one’s self and help others see the same reality. Philosophers, Counselors, Top Performers. Naturalist Intelligence Understanding of how to use and appreciate the natural world. Fishermen, Farming, Biologists, Forestry, Conservationists, Environmentalists. Spiritual Intelligence Spiritual Intelligence has yet to be accepted and validated by the “world”. Howard Gardner resisted the temptation of placing this category at #9, but it should be noted that many people will attest to having the enlightened ability to access a knowledge through spiritual discernment for wise decision making and achieving a personal life state of contentment and peace.
(From Business Wire) — Allen Communication Learning Services is proud to announce the release of DesignJot, the first app made specifically for training professionals and instructional designers, now available for download at the iTunes store. DesignJot is an innovative new tool for the iPad that will help new and seasoned instructional designers, trainers and performance consultants build better training by sharpening the collaboration between designers and stakeholders. “This new app will revolutionize how the foundation is laid for new training courses,” said Ron Zamir, CEO of Allen Communication. “By using this single tool, training development professionals will have all they need to complete a rapid needs analysis and export a high-level course design for an impactful training solution at their fingertips. All this, coupled with the go-anywhere convenience of the iPad, makes this tool truly revolutionary.” Read more.
I’m reviewing Larry Israelite’s manuscript for his forthcoming book Talent Management: Best Practices and Strategies for Success from Six Leading Companies, and “at the risk of biting the hand that feeds” him says that he feels that ASTD’s definition of talent management is too complex: ASTD’s definition (as published in the “ASTD Talent Management Practices and Opportunities” research report): “A holistic approach to optimizing human capital, which enables an organization to drive short- and long-term results by building culture, engagement, capability, and capacity through integrated talent acquisition, development, and deployment processes that are aligned to business goals.” Larry’s definition: “The collection of things companies do that help employees do the best they can each and every day in support of their own and the company’s goals and objectives.” Now these are very different definitions. One has 38 words, the other has 29. One uses terms like “holistic approach,” “optimizing human capital,” and “integrated talent acquisition”; while the other talks about helping people “do the best they can.” They obviously have different audiences: The ASTD definition is geared toward specialized professionals who use specialized language, while Larry’s definition is geared toward anyone who works. And that last difference is part of Larry’s point: talent management is not the sole domain of human resources professionals, but really belongs to everyone. So what is talent management? Does it belong to everyone, or should it mainly concern human resources professionals? What other definitions are out there? When people talk about talent management, are they talking about the same things? It’s a hot topic these days, but why does it matter? Does it matter more or less now given the difficult state of the economy? Any thoughts?
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
I came upon an interesting term — Convergence Journalism: from the convergence of technologies that has taken place with digitization, to economic convergence in media ownership, through to the journalistic convergence that is seeing both a combination of media forms into one ‘multimedia’ form, and a multiplication of delivery systems. Wondering if the learning profession has such a term, I Googled it and came across this interesting definition from KERIS – the Convergence Learning Model is founded upon cognitive sciences and operates on three impetuses: the psychology of learning, pedagogical change, and technological advancement. From a psychological view, the model addresses intrinsic motivation based on Csikszentmihalyi’s flow theory. From a pedagogical view, the model provides a link between formal and informal learning to the benefit of each. Finally, the model is implemented using ubiquitous computing technologies. Flows are not just one element of social organization, they are the expression of the processes dominating our economic, social and symbolic life – Manual Castells in The Rise of Network Society. Csikszentmihalyi describes flow as “being completely involved in an activity for its own sake. The ego falls away. Time flies. Every action, movement, and thought follows inevitably from the previous one, like playing jazz. Your whole being is involved, and you’re using your skills to the utmost.” Thus the development of learning spaces is far more than developing content, rather it is staging experiences that allows the learners to gain a finely tuned sense of rhythm, involvement, and anticipation known as “flow.” And rather than seeing learning as a chore, “learning flow” challenges the learner to want to learn. Formal & Informal Learning “The learning zone” is the convergence of formal and informal learning within a social context where the interests of the enterprise and individual meet. The role of social networks is essential to successful learning in enterprises. – Window into Talent and Learning Thus, rather than learning being organized around an event, it becomes a network of both planned and spontaneous situations. Some business processes are just too important to be left to chance. For example, manufacturing a product to specifications or safety procedures normally require that some type of formalized learning be given. Yet, it does not require strictly formalized learning methods. Competencies require the mastery of the 5 Cs: Content, Conversation, Connectivity, Collaboration, and Context: Technology Technology is meaningless except in how it can assist you, and then it should disappear and be invisible. It allows you to think of things you couldn’t think of, it doesn’t think of them itself. – Richard Saul Wurman When most of us hear the word “technology,” we tend to think of hardware, yet it is far more than computers and electronics. It is the application of tools, machines, materials and processes that help to solve problems and extend human capabilities. It has a circular effect on us in that we use technology to learn other technologies; use the newly learned technologies to create new technologies, and then use the newly created technologies to learn other technologies.Thus learning has sometimes been described as the meeting of people and technology. Since technology extends our capabilities, it can help to provide that needed flow that fully engages us in the task we are focusing on.
The article below is from the April 2010 issue of T+D magazine. It has some intriguing info about the advances social media is making in the public sector and some of its implications for learning and development. I hope you enjoy it. Shawn Connecting Government to Improve It By Dean Smith As the U.S. government steadily loosens restrictions on social media, some agencies are already benefitting from the next era of community and collaboration. While social networking tools are increasingly enabling corporations to market and sell more effectively by getting closer to their global customer base, government agencies have embraced these technologies to share knowledge, drive informal learning, and establish communities of practice. Terms such as “eGov,” “Gov2.0,” and “opengov” have entered the lexicon. While significant obstacles remain, it’s catching on. “There is power in connecting people in government,” says Steve Ressler, founder of GovLoop, a social networking site for government with more than 25,000 members, 4,000 blogs, and 1,500 discussions. “It’s definitely a learning community.” A recent survey conducted by the Human Capital Institute and Saba titled “Social Networking in Government: Opportunities & Challenges” reports that 66 percent of all government agencies currently use some form of social networking- from blogs and wikis to instant messaging and discussion boards to LinkedIn, Facebook, and Twitter. At the same time, 55 percent of all government workers say that they’re uncertain about the future use of social networking tools, but still see them as an effective means of real-time collaboration and have hopes for future application of the technologies in the workplace. “The public sector managers I have worked with seem to have an intrigue-fear relationship with social networking tools and practices,” says Lisa Haneberg, author of High-Impact Middle Management: Solutions for Today’s Busy Public Sector Managers. “They are intrigued with the potential in these tools for relationship building, project management, and collaboration. They fear the learning curve involved in becoming efficient at using social networking and worry that it might end up being a waste of time.” The case studies are piling up. The CIA uses Facebook to attract college students to apply for internships or jobs. As a way to share knowledge, build collaboration, and improve employee engagement in contrast, the Environmental Protection Agency created a Facebook network for employees to achieve better talent management. County and municipal governments are leading the way in leveraging digital options for the dual aims of improving customer service and reducing costs: 31 percent of those surveyed have embraced social media as a means of providing a more efficient customer feedback channel. “The EPA and Centers for Disease Control and Prevention are pretty far advanced,” says Ressler. “They need to be active to prevent misinformation.” The survey reports that social networking tools within governmental agencies are used most effectively for knowledge sharing and informal learning, as well as development functions. The top three most likely uses of social networking tools in government involve learning and development, public relations and communications, and recruitment. Despite the uptake of social media in government agencies, the government still lags behind the private sector in the overall use of these tools. The top three internal forces barring their widespread use are security concerns, other priorities, and difficulty in building a business case. “Public sector leaders are learning about how for-profit organizations are using social networking and are interested in how these new technologies might help their teams succeed. Their process involves two types of learning,” said Haneberg. “They need to get comfortable with the tools and then translate how social networking will work in their often highly regimented and regulated environment.” Dean Smith is director of publications at ASTD
The American Society for Training and Development (ASTD) recently published a whitepaper on “Selling with Competence: How Sales Teams Succeed.” In that whitepaper, the authors discuss recent trends and research in the sales training profession. In order to determine what salespeople need to learn, we must first determine what they need to know. No longer are product knowledge, persuasiveness, and persistence enough. To truly understand what successful sales team members need to know and do, ASTD asked them. ASTD Research surveyed 210 sales trainers and 179 salespeople during the summer of 2007. Overwhelmingly, respondents said that they value sales training and believe it to be very or extremely important. When asked about the skills required to be successful in their jobs, survey respondents indicated these top five: Respondents were also asked what kind of knowledge is required to be successful in their jobs. Valuable knowledge areas include: Accenture research found that although 146 of 244 executives from six countries said that the sales team plays the most prominent role in their company’s long- and short-term success, 41 percent of managers and executives from more than 2,500 sales organizations said that their salespeople are performing below expectations (Nightingale Conant/Andy Miller). ASTD advocates a new approach, one in which the sales development and training needs of sales teams are viewed through a strategic and holistic lens. To be successful, this approach requires the alignment of all aspects of talent management, skills development, and sales process execution. Revenue goals must be aligned with business outcomes and business processes that are deliberately designed to allow salespeople to develop productive customer relationships and deliver appropriate solutions. Further, salespeople must be equipped and empowered to make decisions that benefit both the buying and selling organizations, and sales managers must be given both the time and the training to coach and develop their sales teams.
The American Society for Training & Development announces that Charles Fred, founder and CEO of The Breakaway Group, is joining the Society’s Board of Directors for a three-year term, 2012-2014. In his role as CEO of The Breakaway Group, Mr. Fred has led the organization in significant growth from its initial startup to a leading position in healthcare IT adoption services. He has a proven track record of success in both education and enterprise software companies, and served as the CEO of Omega Performance and Avaltus before those companies were acquired. Mr. Fred is the author of the best-selling book Breakaway, which is used today in many leading universities’ curricula to reinforce innovative methods for instructional technology and simulation. The eight-year research effort that resulted in the publication of the book also provides the foundation for The Breakaway Method used in service to healthcare organizations worldwide. Featured at the Smithsonian Institute and the International E Learning Expo in Paris, Mr. Fred is one of the healthcare and corporate education industry’s most renowned keynote speakers. Mr. Fred holds a bachelor’s of science degree in mechanical engineering and technology from Montana State University, and completed the Aerospace Industry Manufacturing Program from the University of Washington’s Graduate School of Business.
National ASTD will offer three webcasts in December. Registration is FREE for chapter members and chapter leaders. Championing the Competency Model and CPLP Credential for Chapter Success Wednesday, December 2, 2 p.m. ET (1 p.m. CT, 12 p.m. MT, 11 a.m. PT) Audience: Current or upcoming chapter leaders ( REGISTER ) Webcast facilitator: Patricia Harrold, CPLP, (Nebraska Chapter), National Advisors for Chapters Join your fellow chapter leaders in an interactive webinar. Session outcomes: Chapter Leader Onboarding Thursday, December 10, 3 p.m. ET (2 p.m. CT, 1 p.m. MT, 12 p.m. PT) Audience: Current or upcoming chapter leaders ( REGISTER ) Webcast presenter: Charnell Westerman, CPLP, Baton Rouge Chapter and National Advisor for Chapters New leader onboarding is a critical step in volunteer retention and high performance. Attend this webcast as we discuss the value of an establishing a chapter onboarding process, identify resources available, and equip you with tools to create an onboarding process for your chapter. ASTD CPLP Competency Model Tuesday, December 15, 1 p.m. ET (12 p.m. CT, 11 a.m. MT, 10 a.m. PT) Audience: All chapter members and chapter leaders ( REGISTER ) Webcast presenter: Jennifer Naughton, ASTD Director of Credentialing The ASTD competency model defines what people in the training profession need to know and do to be successful. Find out how the ASTD competency model can be leveraged in your organization and your chapter. Discover the latest trends that are impacting the field’s professional development agenda and skills that can help us stay relevant and indispensible to businesses during tough economic times. The most recent round of updates that were made to the 2004 ASTD Competency Model will be highlighted. All chapter leaders and members are encouraged to attend this webcast for an overview of the CPLP Competency Model.
(From PRWEB) — The Human Capital Institute (HCI) in association with Development Dimensions International (DDI), global talent management expert, announced last week at the Human Capital Summit in Tucson, Arizona, the recent results of a new research report, Mid-Level Managers: The Bane and Salvation of Organizations. The report focused on the strategic importance of mid-level management as companies recover from the worst recession in decades. In recent history, mid-level managers have been recognized as vital ambassadors between senior leadership and the front lines of a business. Because mid-level managers have such crucial roles in their organizations’ success or failure, because they are largely responsible for strategy execution HCI and DDI set out to gather “point in time” information by surveying human resource leaders to understand the current set of issues creating strain within organizations. “This is a unique survey that opens a window into a critical component of the management structure at a time when they have faced tremendous pressure during the recession,” says Michael DeMarco, HCI’s Director of Research, “Ultimately, the survey results will help organizations answer many questions about mid-level managers as the recovery takes shape.” Read more. For more information on developingmiddle managers, consider attending the sessionBuilding Middle-Management Excellence: A Model for Trainersat the ASTD 2010 International Conference and Exposition!
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/
(From PRWEB) — Psychometrics Canada, a leading assessment publisher and consultant for the development and selection of people in business, government and education, today announced the results of its study of leadership in the Canadian workplace. In many cases strong leadership has resulted in dramatic effects on work engagement, team performance and innovation. However, the report also shows that poor leadership has negative effects on employee morale, project success and working relationships. The study, which involved a poll of 517 human resources (HR) professionals across Canada, confirms that leadership is seen as an important area of organizational functioning and development. The majority (63.2%) see leaders as having a lot of influence over their organizations’ success, with only 2.5% reporting that leaders have very little influence. The most common effects of good leadership are increased motivation (85.5%), improved working relationships (85.1%), higher team performance (80.7%), better solutions to problems (68.9%), and major innovations (41.6%). Read the full release.
(From The Globe and Mail) — Bombardier Aerospace is one of the world’s largest producers of civil aircraft, with nearly 17,000 full-time employees in Canada. But its areas of engineering and manufacturing traditionally haven’t attracted many women. The company is out to change that. “We’ve broadened our strategy to increase diversity, with having more women throughout the organization as a top priority,” says Elisabeth Buss, director of leadership development and talent management at the Dorval, Que.-based organization, a division of Montreal’s Bombardier Inc. “Increasing diversity is a business strategy: We want our employees to be representative of the community in which we do business.” Women have made up two-thirds of the recent growth in the Canadian workforce, climbing from 35 per cent in the 1970s to 50 per cent in 2005, according to the book Organizational Behavior: Managing People and Organizations. Following its inaugural two-day Women in Leadership Forum in Montreal in 2010, Bombardier Aerospace set a goal to increase the percentage of women in management positions from the current 16 per cent to 25 per cent by next year. Read more.
Dreamforce 2010 — Blackboard Inc. (Nasdaq: BBBB), a global leader in education technology, today announced plans for an improved learning management solution for corporations and other learning focused organizations that will emphasize training for sales teams. The announcement will be made today at Dreamforce 2010, the cloud computing event of the year. To support the improved solution, Blackboard will develop a new application on Force.com, salesforce.com’s enterprise cloud computing platform that will add a range of administrative capabilities to its flagship learning platform, Blackboard Learn(TM). Already noted for its flexibility, ease of use and low cost of ownership, Blackboard Learn will gain stronger certification, reporting and tracking abilities commonly associated with more complex and costly corporate learning management systems. As a result, customers will be able to more closely align employee learning and development programs with key corporate initiatives and priorities and ensure that they have a larger, more measureable impact on employee behavior, business goals and company performance. “This new application combines the strengths of leaders in education and cloud computing to provide an improved solution for corporate learning and training that better supports business goals,” said Michael Chasen, president and chief executive officer at Blackboard. “Force.com provides the fastest way to bring Blackboard’s leading learning and training platform to the cloud. Now Blackboard’s customers will be armed with the tools and capabilities of the next generation of cloud-based learning and training,” said Kendall Collins, chief marketing officer, salesforce.com. Blackboard Learn is currently used by thousands of institutions worldwide including hundreds of corporations of all sizes, government agencies, nonprofits and associations. The platform includes a range of powerful capabilities, social learning tools and web 2.0 innovations to more effectively engage and develop learners, and can be enabled for use on mobile devices with a range of native applications for smartphones and other devices including the Apple(R) iPad(TM). “Blackboard offers a flexible option for corporate learning that is highly focused on ease of use and learner engagement,” said Josh Bersin, president and chief executive officer, Bersin & Associates. “Combining the strengths of Blackboard and salesforce.com will give sales and service teams an easy to use learning platform designed for both formal and informal learning.Training is one of the largest segments of corporate learning and this solution will greatly expand the availability of training offerings for small and mid-sized businesses.” “With deep roots in education, our understanding of how knowledge is acquired and shared in support of business goals has helped us grow quickly in corporate and professional learning in the last few years,” said Tim Hill, president of Blackboard’s Professional Education group. “Working with salesforce.com, we can quickly bring a more robust offering to a wider range of organizations, departments and teams that seek a more flexible solution.” Chasen will join salesforce.com CEO Marc Benioff on stage today at Dreamforce 2010. The keynote will be available online at www.salesforce.com/live beginning at approximately 9 a.m. Pacific time. For more information about Blackboard’s work to support corporate learning, please visit http://blackboard.com/Solutions-by-Market/Corporate.aspx. About Blackboard Inc. Blackboard Inc. (Nasdaq: BBBB) is a global leader in enterprise technology and innovative solutions that improve the experience of millions of students and learners around the world every day. Blackboard’s solutions allow thousands of higher education, K-12, professional, corporate, and government organizations to extend teaching and learning online, facilitate campus commerce and security, and communicate more effectively with their communities. Founded in 1997, Blackboard is headquartered in Washington, D.C., with offices in North America, Europe, Asia and Australia
SAN FRANCISCO, Dec. 8, 2010 /PRNewswire via COMTEX/ — Dreamforce 2010 — Blackboard Inc. (Nasdaq: BBBB), a global leader in education technology, today announced plans for an improved learning management solution for corporations and other learning focused organizations that will emphasize training for sales teams. The announcement will be made today at Dreamforce 2010, the cloud computing event of the year. To support the improved solution, Blackboard will develop a new application on Force.com, salesforce.com’s enterprise cloud computing platform that will add a range of administrative capabilities to its flagship learning platform, Blackboard Learn(TM). Already noted for its flexibility, ease of use and low cost of ownership, Blackboard Learn will gain stronger certification, reporting and tracking abilities commonly associated with more complex and costly corporate learning management systems. As a result, customers will be able to more closely align employee learning and development programs with key corporate initiatives and priorities and ensure that they have a larger, more measureable impact on employee behavior, business goals and company performance. “This new application combines the strengths of leaders in education and cloud computing to provide an improved solution for corporate learning and training that better supports business goals,” said Michael Chasen, president and chief executive officer at Blackboard. “Force.com provides the fastest way to bring Blackboard’s leading learning and training platform to the cloud. Now Blackboard’s customers will be armed with the tools and capabilities of the next generation of cloud-based learning and training,” said Kendall Collins, chief marketing officer, salesforce.com. Blackboard Learn is currently used by thousands of institutions worldwide including hundreds of corporations of all sizes, government agencies, nonprofits and associations. The platform includes a range of powerful capabilities, social learning tools and web 2.0 innovations to more effectively engage and develop learners, and can be enabled for use on mobile devices with a range of native applications for smartphones and other devices including the Apple(R) iPad(TM). “Blackboard offers a flexible option for corporate learning that is highly focused on ease of use and learner engagement,” said Josh Bersin, president and chief executive officer, Bersin & Associates. “Combining the strengths of Blackboard and salesforce.com will give sales and service teams an easy to use learning platform designed for both formal and informal learning.Training is one of the largest segments of corporate learning and this solution will greatly expand the availability of training offerings for small and mid-sized businesses.” “With deep roots in education, our understanding of how knowledge is acquired and shared in support of business goals has helped us grow quickly in corporate and professional learning in the last few years,” said Tim Hill, president of Blackboard’s Professional Education group. “Working with salesforce.com, we can quickly bring a more robust offering to a wider range of organizations, departments and teams that seek a more flexible solution.” Chasen will join salesforce.com CEO Marc Benioff on stage today at Dreamforce 2010. The keynote will be available online at www.salesforce.com/live beginning at approximately 9 a.m. Pacific time. For more information about Blackboard’s work to support corporate learning, please visit http://blackboard.com/Solutions-by-Market/Corporate.aspx.
(From peoplemanagement.co.uk) Shorter training courses are the answer to making the most efficient use of training budgets during the recession, according to toolmaker Black & Decker. The company has introduced two-hour “Learning Bite” courses to get more immediate results. Jenny Daley, learning and development project manager, said it was a more “creative” way to use the training budget. Learning Bites offers sessions led by senior company business champions who give workers support with practical skills. While Daley said it was too early to see monetary results, she said they were working on a measurement system to gauge the effects. Daley said: “The scheme would have had its place regardless of what’s going on in the economy, because it’s logistically easier to do, and new session topics can be drawn up and rolled out really quickly. The courses are easier to set up because they are two-hours long, so they can be completed over a lunchtime or included as part of a longer meeting. Its flexibility is an advantage.” Read the entire article.
Web 3.0, the next evolution of Internet-based tools, technologies, and concepts, is upon us and represents a shift in how people interact with the Internet. New research from the American Society for Training & Development (ASTD) examines the ways these new technologies affect and influence learning today and the impact they may have in the future. Conducted with the Institute for Corporate Productivity (i4cp), the ASTD research report, Better, Smarter, Faster: How Web 3.0 Will Transform Learning in High-Performance Organizations, is an analysis of responses from 1,357 business and learning professionals with special emphasis on how high-performing organizations have adopted Web 3.0 into their learning practices. “Today, we actively pursue content based on search terms and our preferences,” says Tony Bingham, president and CEO of ASTD. “In Web 3.0, content will find you – rather than actively seeking it, your activities and interests will determine what finds you, be delivered how you want it, and to your preferred channel. This provides tremendous potential for learning.” Issues addressed in the study include: Social learning and the impact of Web 3.0 was addressed by Bingham at ASTD’s 2011 TechKnowledge Conference & Exposition on February 2, in San Jose, California. An executive summary of Better, Smarter, Faster: How Web 3.0 Will Transform Learning in High-Performance Organizations is available at www.astd.org/content/research. To obtain the full report, visit the ASTD Store.
On October 25, the IBM Board of Directors elected Virginia “Ginni” Rometty president and chief executive officer of IBM, and a member of the board, effective January 1, 2012. She will replace Samuel Palmisano, who will remain chairman of the board. In an international company as large and complex as IBM, you may think that this is an insignificant happening from a Learning standpoint. However, because of the deep partnership that IBM Sales Learning had forged with Ginni in her senior vice president role overseeing IBM’s global sales, global strategy, marketing and communications, it is as if a member of our team has ascended to this position of global significance. Over the last 100 years, IBM has transformed its workforce many times, in many cases creating the most vaunted workforce in the technology industry, or any industry, for that matter. Through its Sales Eminence transformation, the Sales Learning team partnered with Ginni over the last three years to transform IBM’s sales force by developing and deploying innovative learning solutions that are broadening and deepening the skills, capabilities and expertise of IBM’s 38,000 sellers, accelerating their productivity and enabling them to deliver exceptional client value and grow profitable revenue. Core elements of the partnership and transformation are a newly developed and deployed T-shaped Professional Sales Model and a redesigned Sales Career Model. The T-shaped Professional Model represents the breadth and depth of the skills, capabilities and expertise that are required of all IBM sellers and sales leaders. The new design of the Sales Career Model simplified sales job roles into three career paths: industry, solution, technical. Developing and deploying these new models were significant accomplishments and could not have been achieved without Sales Learning’s partnership with Ginni, or our partnerships with other areas of the business. For a learning professional, there is no better place to be than partnered at the highest level of the business, aligning with your clients as a trusted ally, contributing as a consultant to short- and long-term strategy discussions and being an integral part of driving business success. After all, partnering is a condition of success for the learning function. But there are perks and perils associated with powerful partnerships. The learning professional that achieves eminence and delivers results knows how to earn and leverage the perks and avoid and survive the perils. In the new year, for IBM Sales Learning, our “partner” will be occupying the corporation’s CEO office, bringing with it new perks and perils for our team. We’re ready for the challenges and the opportunities, as IBM embarks on its second 100 years. Paula Cushing is Director of Sales Learning within IBM’s Center for Learning and Development, a position she has held since 2008. In this role, Paula and team are transforming IBM’s sales learning strategy by developing and deploying innovative learning solutions that are broadening and deepening the expertise of IBM’s 38,000 sellers, accelerating their productivity and enabling them to deliver exceptional client value and grow profitable revenue.
The American Society for Training & Development (ASTD) presented Ram Charan with its Champion of Workplace Learning and Performance Award on May 17 at the ASTD 2010 International Conference & Exposition held here. This ASTD award recognizes individuals whose advocacy, commitment, or actions in support of workplace learning and performance has influenced groups of individuals, organizations, or society. “Without learning, there is no growth,” says Ram Charan, business advisor, author, and leadership expert. Charan has spent his career studying strategy and leadership. In his 2007 book, Leadership at All Levels: Deepening Your Talent Pool to Solve the Succession Crisis, he advocates for the apprenticeship model, and calls for assigning stiff challenges to high potential employees to accelerate their growth. He believes great leaders have personal traits and skills that cannot be impacted by time in a classroom. “If you want to impact both,” he says, “you must create assignments that will take people beyond their comfort zones to discover what is inside. These apprenticeships allow absorption from other people and the learning is largely on the shoulders of the apprentice.” Charan’s introduction to business came from working in the family shoe shop in the small town in which he was raised. That background combined with decades of observing and working with successful leaders shaped his belief that business leaders learn best through a combination of experience, feedback, and self-correction. He has worked with top executives at some of the largest companies in the world, including GE, Dupont, Novartis, and Bank of America. He developed his research and observation style early in his career as a faculty member at the Harvard Business School and GE’s Crotonville Institute. Charan has sold more than two million books in the past five years. Leadership in the Era of Economic Uncertainty was published in 2009. His newest book, coauthored with Bill Conaty, is Masters of Talent and it will be published in October 2010. Through his books, as well as teaching and coaching, Ram Charan demonstrates his conviction that workplace learning is crucial to business success and affirms that people are value-added contributors.
The American Society for Training & Development (ASTD) presented John H. (“Jack”) Zenger, co-founder and CEO of Zenger Folkman, with its Lifetime Achievement in Workplace Learning and Performance Award on May 23 at a ceremony during the ASTD 2011 International Conference & Exposition held here. This ASTD award recognizes an individual for a body of work that has had significant impact on the field of workplace learning and performance. Zenger is recognized for his expertise in leadership development and a career that spans more than five decades across corporate, academic, and entrepreneurial functions. His career includes roles as vice president of human resources for Syntex Corporation, group vice president for the Times-Mirror Corporation, CEO of Provant, faculty member at the University of Southern California and the Stanford University School of Business, and founder of Zenger-Miller and Zenger Folkman. “Working in these three areas has given me a unique appreciation for the role of leaders in organizations,” says Zenger. “Working internally in corporations helps me understand client needs now, and academia gave me the opportunity to see the big picture. Plus, it is an enormous reward when students say that I have helped them. I really enjoy giving people new skills that can help them on the job and in their private lives.” Zenger’s seminal works on leadership development include Results-Based Leadership, with co-authors Dave Ulrich and Norm Smallwood (1999); The Extraordinary Leader: Turning Good Managers into Great Leaders, with co-author Joe Folkman (2003); and The Inspiring Leader: Unlocking the Secrets of How Extraordinary Leaders Motivate, with co-authors Folkman and Scott Edinger (2009). In 2002, Zenger teamed up with Dr. Joseph Folkman to form Zenger Folkman, a professional services firm that provides consulting, leadership development programs, and implementation software for organizational effectiveness initiatives, all grounded in data backed by practical ideas. Zenger says his lifelong interest in leadership development can be traced to his childhood observations about how new leaders influenced the functions of the hospital where his father worked as an administrator.
The American Society for Training & Development (ASTD) presented Dr. Sewon Kim its Dissertation Award on May 23 at a ceremony during the ASTD 2011 International Conference & Exposition held here. This ASTD award recognizes an outstanding dissertation that holds major implications for practitioners of workplace learning and performance. Dr. Kim’s dissertation, titled “Managerial Coaching Behavior and Employee Outcomes: A Structural Equation Modeling Analysis,” examined employees’ perceptions of the relationship between their mangers’ coaching behavior and employee affective and performance-related responses, an area which lacks empirical research. The study focused on a state government organization, and measured six outcomes: role clarity, satisfaction with work, satisfaction with manager, career commitment, organization commitment, and job performance. Collected data revealed that managerial coaching directly affected employee satisfaction with work and role clarity, and indirectly affected satisfaction with work, career commitment, job performance, and organization commitment. Results also indicated that role clarity, as a direct outcome of managerial coaching, influenced job performance. Study findings demonstrate that managerial coaching motivates and satisfies employees, and improves their commitment and performance toward designated goal achievement, further supporting existing theories. This research gives a clearer picture of managerial coaching practices in organizations, and can potentially guide the use of managerial coaching competency for hiring and developing effective managers. Dr. Kim received his PhD in August 2010, and is currently an assistant professor in the Business, Management, and Economics department at the State University of New York (SUNY) Empire State.
Here’s a blog post from guest blogger Neville Pritchard, from ASTD International Partner The Learning Sanctuary in the UK: The Learning Sanctuary held its second meeting for ASTD members and prospective members at Olympia on January 26. The room was kindly donated by Principal Media Ltd, the organisers of Learning Technologies Conference & Expo held at Olympia on the following two days. Once again we had over 30 attend a lively and interesting meeting where discussion was extensive. We opened with Gordon Bull (ASTD Board member) explaining how to maximise ASTD e-membership benefits before we split into sub groups. We explored technology based learning developments and when to utilise what; the need to focus on performance impact and to utilise an appropriate mix of measurement models depending upon the purpose of measurement and reporting; the increasing need for L&D to ensure high quality consulting skills; trends in the use of coaching and the need for individual and coach responsibility; links to informal learning and ‘letting go’; the need for collaboration, coordination and integration in implementing L&D initiatives; considered goodpractice.com research into leadership development trends; and explored the group’s pressing issues within the management of learning. Each topic was visited twice as groups rotated around a choice of subject every 20 minutes with facilitation being delivered by members with specific expertise and interest in the subject areas. As a full group we also considered what research we felt would help take the profession forward. An example amongst a number of topics we included was: – What types of learning delivery actually lead to best improvement and response from learners? – How do different types of role or function influence this? – Is this influenced by the type of industry an organisation operates within? – Content/training methodologies different to roles, types of business, types of department – Comparing delivery models It was a fabulous meeting with high quality debate and an opportunity for members in the UK to network and consider key issues with other L&D professionals. Neville Pritchard
Most companies have instructional systems design (ISD) programs that are, at best, moderately effective in achieving both learning and business goals and are not positioned well enough for the future, according to a new research report from the American Society for Training & Development (ASTD). The research also found that while there are many challenges facing the world of learning and ISD practitioners, the need for instructional systems design still exists and will continue to as the field adapts to the demands of the contemporary learner and a global workforce. The report, Instructional Systems Design: Today and in the Future, includes a survey of major ISD practices and interviews conducted with experts and business organizations. The Institute for Corporate Productivity (i4cp) partnered with ASTD in the research. The study reveals that the traditional classroom course, often reported as being irrelevant, is still used by most organizations, with 97 percent of respondents saying they currently use the classroom to deliver workplace learning. Other key findings from the study include: The report finds that many ISD professionals believe their processes are not as effective as they could be and that indicates a necessary shift in how practitioners approach the field. The future of the profession lies in formulating instructional programs or products for not only the classroom, but also for other learning approaches like mentoring, coaching, online and offline simulations, asynchronous and blended learning systems, mobile learning, and serious games. This will require instructional designers to have a broad range of competencies, and overcoming resistance to new tools will be a necessary skill. The report also suggests that change is necessary at the university level where tomorrow’s designers are prepared. Instructional Systems Design: Today and in the Future provides a data-driven foundation for course designers who wish to adapt to the changing learning environment, and take advantage of new technologies. The full report can be accessed via the ASTD Store. This report is free to ASTD members.
To increase awareness about the strategic value of learning in organizations, the American Society for Training & Development (ASTD) has declared December 6-10, 2010, as “Employee Learning Week.” Many member organizations have planned events to highlight the important link between developing employees’ skills and achieving organizational results. ASTD research shows that organizations continue to invest in growing the knowledge and skills of their workforce. “Senior executives realize that the most important asset in our knowledge economy is talent, and a skilled workforce is the key to realizing results. We encourage all organizations to demonstrate their commitment to learning by recognizing Employee Learning Week,” says Tony Bingham, ASTD President and CEO. Employee Learning Week recently received recognition in the United States. U.S. Representative Jim Moran of Virginia recognized Employee Learning Week with a resolution that appeared in the Congressional Record on September 28, 2010. “I applaud ASTD and its members for their dedication to develop the knowledge and skills of employees during Employee Learning Week,” Congressman Moran said. From obtaining local and state proclamations to hosting panel discussions and learning-related contests, organizations are using Employee Learning Week to draw attention to the importance of a skilled workforce and promote the week’s official theme: “Workforce Development is Everyone’s Business.” Participating organizations are designated “Champions of Learning” for their commitment to recognizing Employee Learning Week. Visit www.employeelearningweek.org for more information.
To underscore the value of certification to the learning and development profession and to recognize the support from thought leaders in the field, the ASTD Certification Institute (ASTD CI) announces the creation of two new award programs and encourages eligible candidates to apply. ASTD CI oversees the Certified Professional in Learning and Performance (CPLP) credentialing process. The CPLP credential was launched operationally five years ago; there are currently more than 1,000 CPLP credential holders. “We believe it is time to recognize employers and thought leaders for their commitment and support of CPLP certification and their contribution to the profession,” said Jennifer Naughton, senior director of credentialing at ASTD CI. The two recognition programs are: 1. CPLP Fellow Program – this honor recognizes thought leaders for their support of the CPLP credential and the learning and development profession. 2. CPLP Employer Award – this honor recognizes employers and the business community for their support of the CPLP credential. The CPLP Fellow Program will evaluate candidates based on four criteria: authorship; awards and recognition; influential positions held; and career achievement. A CPLP Fellow does not need to hold the CPLP credential. The CPLP Employer Award will evaluate organizations based on seven criteria: recruitment of CPLP holders; support for CPLP certification; 3-fold recognition of CPLP holders in the organization; number of CPLP holders in the organization; and demonstrated CPLP value proposition in the organization. Applications are open until September 1, 2011. The awards will be presented at the ASTD 2012 International Conference & Exposition, to be held in Denver, CO, in May.
This image appeared in the September 1991 issue of Training & Development. The article, which appeared in the Training 101 column, examined creative thinking or “looking where the light isn’t.” Innovation and creativity is a major competency in today’s business environment. How do you create an innovative culture? How do you help your colleagues think creatively? For more information, visit www.astd.org/td.
How do you switch to a new technology and train frontline workers who cannot work overtime, leave their desks for training, or stop their day-to-day activities? That is an issue that still lingers in today’s business environment. The challenge that AVCO Financial Services faced in this September 1977 Training and Development Journal article was implementing the changeover to a computerized system without disrupting business. This company used a lot of hands-on training right at the employee’s desk. How do you train your frontline staff without taking away from their day-to-day tasks? For more information about T+D magazine, visit www.astd.org/td.
The American Society for Training & Development (ASTD) will hold its annual International Conference & Exposition May 16-19, 2010. The event, which attracts thousands of workplace learning and development professionals from around the world, will be held in Chicago, IL at McCormick Place. The ASTD 2010 International Conference & Exposition will feature keynote addresses by leaders in the field including: Daniel H. Pink, the author of four provocative, bestselling books on the changing world of work. His latest book, Drive: The Surprising Truth about What Motivates Us, shows that the secret to high performance and satisfaction in today’s world is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world. Dan is a respected business and technology analyst and regularly lectures on economic transformation and the changing world of work. Charlene Li is an influential thought leader and guide on emerging technologies, with a specific focus on social technologies, interactive media, and marketing. She is the co-author of the business best-seller, Groundswell: Winning in a World Transformed by Social Technologies. Named “One of the Most Influential Women in Technology” by Fast Company magazine, Charlene is the founder of Altimeter Group which provides speaking and consulting services to organizations looking to understand and thrive in a new economy driven by social media tools and techniques. Second City Communications is the world’s legendary improv theatre and training school, developing talent such as Alan Arkin, Jim Belushi, Steve Carell, Tina Fey, and Gilda Radner Second City Communications relies on the core competencies of The Second City – engaging audiences and improving performance – to develop training and internal communications programs, ranging from leadership development to sales force effectiveness to ethics and compliance awareness. In addition to these presenters the 2010 International Conference & Exposition will feature more than 300 educational sessions and workshops in five tracks led by experts in workplace learning and development. A world-class EXPO will include hundreds of suppliers who will feature the industry’s latest products and services. For more information about ASTD’s 2010 International Conference & Exposition, please visit www.astdconference.org. Media inquiries should be directed to email@example.com.
The American Society for Training & Development announces its upcoming International Conference & Exposition will be held May 22-25 at the Orange County Convention Center in Orlando, Florida. This is the premier gathering of workplace learning and development professionals and regularly attracts more than 8,000 attendees from more than 70 countries. ASTD 2011 features the program theme “Learning to Lead.” The conference is designed to focus attention on learning as a key strategic driver for business. Attendees will hear from the profession’s thought leaders and gain insights that will help them create learning cultures that spark innovation and cultivate leaders in their own organizations. Keynote speakers for the conference include: In addition, ASTD 2011 will be measurement and evaluation guru Don Kirkpatrick’s last speaking appearance at an ASTD International Conference & Exposition. Kirkpatrick will be recognized at the General Session on May 23. ASTD 2011 will feature more than 270 educational sessions and a world-class EXPO with the latest products and services from top suppliers.
The American Society for Training & Development announces that Anne M. Schwartz, SPHR, Vice President of Global Leadership Development for UPS, is joining the Society’s Board of Directors for a three-year term, 2011-2013. In her role, Ms. Schwartz is responsible for global training and leadership development, training strategy and governance, the analysis and development of learning technologies, and talent management for the enterprise. During her 24-year UPS career, Ms. Schwartz has held a variety of positions in Small Package Operations and Human Resources, as well as in non-package sectors of the business, both domestically and abroad, including UPS Supply Chain Solutions, mergers and acquisitions, and corporate strategy. Ms. Schwartz holds the SPHR certification from the Society for Human Resource Management (SHRM) and is a member of the Atlanta Human Resources Leadership Forum, ASTD.
The Obama administration this past week announced its’ nominee for the very important position of the Assistant Secretary for the Employment and Training Administration (ETA) of the Department of Labor (DOL). This person will oversee the publicly funded workforce system outlined in the workforce investment act (WIA) and other employment and training programs run by DOL. This is a critical time for ETA, as the additional $4 billion in WIA funds in the stimulus package are currently allocated to states, directed to be spent “quickly” to get Americans back to work. An additional $750 million will soon be allocated through a competitive grant process to promote green jobs, and unemployment benefits (UI) are in the midst of major change. Who has the administration selected to lead? The administration has nominated Jane Oates. Oates currently serves as the Executive Director of the New Jersey Commission on Higher Education and Senior Policy Advisor to the Governor. She has been in that role since 2006 and has been working on making partnerships within the education, workforce and the business community. Prior to this position, Oates served for many years on the staff of Senator Edward Kennedy, as a Senior Policy Advisor for education and workforce development. If confirmed, we at ASTD welcome the opportunity to work with her and her team as the country moves forward with national and regional training strategies and initiatives. Although Workforce Innovations was canceled this year, we look forward to assisting ETA when the conference is rescheduled, hopefully next year. ASTD also hopes we can be a resource to Oates and her team, for important information and research on current best practices and information in training and performance.
Aligning the ROI Institute / Phillip’s ROI Methodology to Sales Training Dr. Jack Phillips of the ROI Institute created a 5 level ROI Analysis program that measures and evaluates the cost and impact of training after the training is delivered. We will spend several posts looking at this ROI Analysis Program to help you understand how your training and development action plans affect Human Performance Improvement and Financial Forecasting. ROI Measurement in Training is the one of the most sought after metrics being demanded by business leadership – to ensure that training meets the business and financial needs of the company. The Jack Phillips ROI Methodology is a comprehensive measurement and evaluation process that collects six types of measures: 1. Reaction and Planned Action 2. Learning and Confidence 3. Application and Impact 4. Return on Investment 5. Intangible Measures This balanced approach to measurement includes a technique to isolate the effects of the program, project or solution. Please note: The ROI Institute will be presenting at the ASTD International Conference and Expo: Sunday, May 16, 2010 at 8:00 a.m. – 9:15 a.m. A Two panel discussions dedicated to measurement and evaluation. Hosted by: Dr. Patti P. Phillips twitter.com/ppphillips
SPANNING BOUNDARIES Warning! Your companies market research data has just been hacked! How did this happen? Some sales guy just “spanned his boundaries!” thus the State of a Free Capitalistic System and that is a GOOD thing!Spanning Boundaries is a Sales Training Drivers World Class Sales Competency. It falls under the category of “business insight” and involves the active collaboration of cross functional teams or work groups. The purpose is to collecting critical information on organizational challenges. Sales training and the need for knowledge management will be invaluable to this process as it relates to team building, prospect data collection, cultural behavior analysis and market trends. Knowledge Management is focused on leveraging different knowledge bases that can provide Sales Trainers up to date resources faster and more efficiently than one leader, group or organization can do by itself. In other words, two or more resources working together towards a common goal is better than one. Wikipedia describes it this way – ” Knowledge management (KM) comprises a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable adoption of insights and experiences.”The incoming information is shared, stored and analyzed by knowledge management so that sales leaders and upper level management can address the business climate and organizational development concerns quickly. Boundary spanning teams and workgroups will continue to collect and bring in the information for problem solving and finding new ways to capitalize on learning and development opportunities. The organizational challenges being examined externally by a cross functional sales and marketing teams could include: business intelligence, global competition, changing marketing demographics, cultural development or technological advances by a competitor. Internal boundary spanning by the team could look at challenges and root weaknesses in executive leadership behavior, succession planning, and an in depth look at interpersonal communication breakdown between senior leaders, departmental directors, and managers. Sales Directors and Sales Trainers will look to give Senior Leaders information on how to solve sales revenue and sustainability problems collectively. This will require the deliberate initiation of highly trained boundary spanning teams.What may be most difficult for Senior Leaders, Talent Management and Marketing / Sales Analysts, is that the re-organizing the traditional vertical organizational charts showing how employees directly report to one another will be changed for open source communication. This is no easy task. It pushes the critical need for knowledge management expertise front and center to measure the success of changing people processes. It will need to ensure the alignment and commitment to a collaborative business strategy. However, it has been found that teams engaged in boundary spanning are more likely to achieve team goals. Just be careful of how you collect and distributeculturally diversity information. Gathering this data and dispersing it into the wrong hands could pose serious organizational concerns. Everyone wants real time business intelligence that is critical to stay competitive.
(From PRWEB) — Zebrajobs.com is launching the second Africa Online Job Fair (AOJF) on June 2, 2010, which will run through July 1, 2010. This year’s AOJF is organized under the theme, “Empowering Africa: Health, Finance, Infrastructure, and Technology.” AOJF 2010 is a remarkable online environment connecting companies and organizations working in these sectors to a global talent pool. This year’s AOJF follows the first fair, which launched during the U.S.-Africa Business Summit on September 30, 2009, and continued through December 30, 2009. The fair was organized in collaboration with the Corporate Council on Africa, with IBM as the lead sponsor. AOJF 2009 was a success, with more than 1,300 active job seekers who logged into the online job fair campus on the day of the launch to connect with over 100 representatives from the 18 exhibiting companies. Following the launch, over 9,500 job seekers from around the world registered to access the job fair online campus. With the launch of AOJF 2010, Zebrajobs.com seeks to attract U.S, European, and African corporations doing business in Africa; development organizations; the donor community; multinational organizations; international organizations; local private organizations; and government institutions engaged in the health, finance, infrastructure, and technology sectors. AOJF participants can showcase their companies and organizations through an online job fair exhibition, where they can give presentations, share documents, promote their organizations and employment opportunities in Africa, and interact with potential candidates globally. AOJF 2010 is an efficient and effective way to generate more demand at a better cost per lead while recruiting for open positions in Africa. Read the full release.
Sure, sales managers are important, but what’s the business case for investing in their development? Or more pointedly, is it worth reallocating your limited training budget away from salespeople and toward their managers? New research by one company shows the answer is yes. A study with the company’s Fortune 500 clients reveals that the average cost of a poor sales manager is a whopping $3.5 million in lost revenue. Per manager. Across even a modestly sized sales force, that adds up to tens of…
From the ATD 2014 International Conference & EXPO: As industry members work to ensure the development opportunities for their business partners, they often leave their own professional development needs to chance.
It’s time to put more energy into developing and unleashing the learning skills and confidence of every individual in your business. Based on the speaker’s newest book, this session proposes that the learner holds the keys to getting significant return on investment from learning. This session is about letting learners in on what we know about the brain, human development, and learning, and how to structure and manage the learning process. Then they can learn wherever they are-and they will be…
Much has changed since the global recession. Budgets are tight, business results are routinely expected, and accountability is everywhere. The learning and development community is responding to these challenges by changing its approach to evaluation. This presentation traces the shifts in measurement and evaluation (M&E) budgets; the roles of finance, accounting, and the CFO; the responsibilities of M&E; the use and impact of ROI evaluation; the proactive approach of learning leaders; and the…
Catholic Health Initiatives and Slalom Consulting have partnered together to create a lean learning approach to a baseline manager development program called, Exceptional Managers for Exceptional People©. Specific content areas, Coaching, Change Management, Business Acumen, etc., that used to take individuals out of their job for days at a time have been redesigned to provide just in time content, aimed to support the day to day needs of line level managers. This program supports all people…
The world of work is rapidly changing due to technology, globalization, and a new generation of workers. In this changing landscape, the ability to identify and develop capable leaders will be key to business success. However, companies are struggling to see what lies ahead and to help potential leaders develop the skills they will need. In this webcast, we will discuss: – What are soft skills, and which ones are in demand for future leaders? – Where can L&D leaders find corporate learning programs for leadership development? – How do you measure the return on investment of soft skills training?
As senior business leaders focus on shrinking performance gaps and skill shortages to execute on business strategies, they realize the need for learning and development (L&D) functions that think and act more strategically. Leveraging research conducted by Wilson Learning Worldwide that examined what it means for L&D to be more strategic, this session will go beyond the data to identify and understand the top five best practices of organizations that lead the way. These best practices will…
By investigating research from the field of neuroscience and engaging the perspectives of an organizational development practitioner, training can take on a new dimension as we investigate how brain science is helping to shape the work cultures of tomorrow. If an organization adopts the transnational power of respect, there will be improved business culture, productivity, and profitability. In this session, learn how to incorporate an environment of engagement and trust, which ignites the brain…
Competency models identify what the organization needs people in a particular role to do in order for the organization to succeed and create competitive advantage. They intrinsically motivate people to achievement. In essence, they provide each person with a road map for how to be great. The responsibility of the talent and learning and development teams is to provide the best chance for learning transfer to occur so that business results follow. If the competency models define the required…
From ATD TechKnowledge 2017: Business leaders consider learning and development (L&D), e-learning, m-learning, and LMS initiatives as investments because they call for tangible financial requirements
This session describes a pragmatic road map for how technical experts evolve into strategic leaders. This progression requires the acquisition of relationship-building skills and business savvy, two broad areas that become increasing more important throughout your career development.
While the goal of HR practitioners has remained unchanged for decades–improving employee performance to drive the business–today’s learners have different expectations for their development than they did a decade ago. It is clear that the options for design and learning for today’s learners are (literally) not our parent’s learning methods. This dynamic panel discussion and Q&A will be moderated the president and managing principal of ebb associates, inc. You will hear from four…
Businesses are abuzz about the multiple generations in the workplace. Training and development practitioners are struggling to bridge generational gaps and create more ways for different employees to share ideas and add value. In this interactive session, you will examine ways to capture and share tacit organizational knowledge while helping engage employees across generations and organizational silos using today’s social and informal learning methods. Analyze specific examples to evaluate…
Have you ever considered creating a learning brand for your training program? Ever wondered how to make your learning brand significant within your organization? Ever considered the benefit of external validation to the success of your learning brand? Join Ken Barber, Manager of Learning & Development for Jiffy Lube International on June 20th and learn the Three Steps to building a learning brand, and why it matters. Ken will explain the life cycle of a brand, and provide insight on how external award competition can sharpen your skills, encourage your team, and win support from your business and customers. The session will be non-technical, conversational, and filled with simple, practical ideas you can implement in your program. Ken is a popular speaker at ASTD and other industry conferences and Jiffy Lube University is one of the most highly decorated training programs in America.
Veterans are returning from their stations all over the world in hopes of a new and successful start back at home. We, learning and talent development professionals, can make their hopes and dreams come true. It is up to us to understand what talent veterans offer to the workplace and how we can recruit their skills and develop their talents in an environment where they thrive and that can make a major difference in the programs and businesses we run.
In a business environment where training professionals are asked to do more with less, leveraging an option like SharePoint can be an effective way to minimize costs while providing the technology to facilitate engaging learning experiences. In this session, we’ll discuss some examples of using SharePoint to support training and development in organizations. Learn how SharePoint can be used for: Join Anne Scott and Mark Britz as they walk you through some practical examples based on business…
Bachrach & Associates Inc. (BAI), a professional development firm for financial professionals, recently took a close look at the business results of their advisor clients. Those results revealed statistical confirmation of tangible ROI attributable to the design of its blended learning and reinforcement approach.
Conveying 360-degree feedback is a great opportunity to help leaders build meaningful plans for future development. This podcast is sponsored by Bloomberg Businessweek. Develop Your EDGE with Bloomberg Businessweek. Bloomberg Businessweek EDGE is a robust, fully-developed, weekly training solution focusing on 6 key leadership competencies. EDGE is a powerful, cost-effective program that combines the global, insightful content of Bloomberg Businessweek with interactive and self-assessment activities to develop the next generation of leaders. Learn more at www.businessweek.com/edge.
“Great hotels guests love” is not just a slogan for this global innkeeper. It’s a business strategy that has dedicated and knowledgeable employees at its core. 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.
Through virtual training, the Global Service Department of one prominent workforce solutions company responds quickly to meet the needs of the business and delivers measurable results to the bottom line.
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.
High-potential initiatives and leadership programs are top priorities in the business world as companies focus on succession planning and the development of future leaders. As companies define skill gaps, executive presence becomes a hot topic and an urgent priority.
The 2015 BEST companies epitomize the essence of the BEST Awards: They have created a culture that uses learning as a strategic business tool; supports talent development as a critical need to acquire, retain, and engage employees; and increases productivity to reducing time to efficiency.
Business leaders recognize that their employees are critical to achieving success in this fast-paced knowledge economy. It is now time for you, as training professionals, to prove the value of human capital by measuring the impact of employee development on the success of your organization.
The DaVita Village is guided by a learning and development philosophy that truly places its people at the top of the list. DaVita’s chief wisdom officer and senior vice president of operations discusses the hows and whys behind the Village.
This podcast is sponsored by Learn.com, the knowledge platform. Learn.com puts knowledge to work for organizations of all sizes around the globe with its cloud-based learning management platform. Learn.com dramatically improves the way businesses capture and share knowledge, communicate and align their goals and objectives, and evaluate and develop their most precious asset: their people. Learn more at www.learn.com.
Investment in learning and development remained steady through one of the most challenging business years in more than a decade. The 2010 State of the Industry Report looks at the numbers behind the strategies.
This podcast is sponsored by Learn.com, the knowledge platform. Learn.com puts knowledge to work for organizations of all sizes around the globe with its cloud-based learning management platform. Learn.com dramatically improves the way businesses capture and share knowledge, communicate and align their goals and objectives, and evaluate and develop their most precious asset: their people. Learn more at www.learn.com.
Managers are crucial to the success of organizations because they make executive-level strategies happen. Not intended as a replacement for formal management development, this issue helps readers identify areas for improvement and plan for development and acts as a supplement to formal learning programs offered in organizations. The issue describes a group of competencies that are widely believed to be important for managers, including business management, people management, process management, communication, and personal effectiveness.
Make challenging concepts more memorable, even unforgettable! Telling stories is a powerful way to make a point, especially when the stories are compelling, well-constructed, and poignant. This book captures thought-provoking stories contributed by trainers, nationally known speakers, consultants, business leaders, educators, and professional storytellers that help make challenging ideas and abstract concepts stick.The stories are organized around major organizational development and training themes, such as leadership, diversity, teamwork, performance and coaching, and customer service. Accompanying each story are tips, debriefing questions, key points, and a follow-up activity to maximize its impact and learning potential.
Like having your own in-house training specialist that enables seamless training development. How to Start a Training Program will enable you to jump-start training. Whether your company has a one-person training department, a start-up human resources function, or nothing, you can implement successful, cost-effective training programs that will produce tangible bottom-line results. Learn how to create a business plan, develop standards and policy, and create and adhere to budget.