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So you wanna save the world? Micromanaging isn’t an option when tackling the health of a nation, but it’s a myth that traditional project management approaches don’t ‘travel well’ from the business sector to international development initiatives. Interpersonal skills and team leadership are critical, even when the deliverables are running water and electricty.
Using extreme PM tips and techniques will only be successful if you know how to effectively and consistently manage the human element. This is particularly difficult when dealing with creative types. The key ingredient of software development leadership success can be represented as a balance of planning, process and people leadership in order to produce quality products.
When a project management office (PMO) is leveraged to its full potential, it can foster strategic alignment, improve project performance, develop future project leaders and support the success of the entire organization. But if the same PMO is left to languish without leadership and support, it can become a burden on the bottom line. This article examines how a successful PMO can be the difference between an average and a world-class organization. In doing so, it reports the results of a 2012 survey conducted by The Hackett Group, showing that of 200 large global organizations those with high PMO use had higher IT costs and failed to deliver projects with higher ROI. It describes the challenges facing organizations including implementing a PMO as well as implementing a PMO that works. It defines a successful PMO as one that works toward delivering concrete strategic benefits to the organization. The article discusses how engaging with business owners to ensure the PMO’s work aligns with the organization’s strategic goals and reviews how leaders need to outline the standards, processes and practices that projects across the organization will follow. It notes how to measure a PMO’s effectiveness and discusses how measurement and accountability are the primary drivers of an effective PMO. It also notes how top-performing organizations invest in the training and development of their project talent, which can help increase an organization’s project management maturity and boost its bottom line.
Today’s business challenges demand a lot from project managers, and leadership skills are at the top of the list. Evaluate how well you’re doing when it comes to these 13 core leadership competencies. It’s never too late to launch a self-development project.
Here’s our November 2007 roundup of some recently published books recommended by and for project management professionals, including works that deal with a range of top-of-mind concerns: the human side or project leadership, project manager competency, flexible product development, and more.
Increasing staff on software projects doesn’t dramatically shorten the development schedule, as larger teams typically create much more defects, a new study shows. In addition to team size, major success factors include controlling requirements changes, domain knowledge, proper tooling and, not surprisingly, effective project leadership.
Traditionally, project management processes and expertise in health care have rested in the areas of facilities management and development and/or Information Technology implementation. Although many of those in leadership roles within health care operations have spent a significant amount of time implementing new programs and introducing new equipment, for example, solid project management practices have not been known and/or utilized in areas other than facilities and IT.
Greg Balestrero will promote awareness of “corporate consciousness” and advise the project management training provider on the development of new programs that focus on leadership and accountability .
The recent conference and exhibition proved that agile development, management and leadership is here to stay, and a survey found some key findings in the industry.
Many companies are incorporating personality assessments into the hiring process to gauge cultural fit, leadership potential and other elusive factors. Here an organizational development expert discusses the value of these tests, a tip for weeding out unreliable ones, and a 10-point checklist (plus three questions) that can help identify promising project managers and team members.
While delivering projects on time, scope and budget are key parts of every project, success ultimately comes down to the right people doing the work. This article discusses how organizations can gauge people skills and identify red flags in potential job candidates during the hiring process. In doing so, it reports the results of the 2012 Workplace Issues Report–conducted by Six Seconds–showing that those who use emotional intelligence as a basis for leadership outperform their peers by 32 percent in leadership effectiveness and development. It notes how technical skills are easier to determine during an interview than soft skills. Before identifying which skills to target in an interview, you must first define the high-performing project manager for your particular organization. Once you know the skills you’re targeting, you can identify the right questions to ask in an interview. It then lists five questions that can be used during an interview with a potential project professional to determine if he or she possesses the people skills you seek. The article then identifies warning signs that may be observed in potential candidates. It notes that warning signs of subpar communication skills can be detected by paying attention to body language, voice and tone. Accompanying the article is a sidebar discussing the value of people skills.
As our look at agile development concludes, we will take a more in-depth look at Scrum, XP, Flexible Project Management, the Agile Leadership Model, Agile Project Management, Adaptive Project Framework and Scalable Delivery Model.
A John C. Maxwell book published by Nelson Business 2005, 313 pages, Nonfiction, Business, Leadership and Personal Development, Includes bibliographical re
The 10 top tips to succeeding as a young leader, covering everything from communication to personal development. These key leadership qualities are a must.
Gather a few reminders on leadership and personal development by taking a look into the life of the Apple co-founder, portrayed in the 2013 movie “Jobs.”
A John Maxwell book published by Thomas Nelson, 2004, 272 pages, Nonfiction, Business, Leadership and Personal Development. Yes, I know I just reviewed a J
Here are 15 traits (you should adopt) that likable people share in common, according to a leadership and self-development coach.
The January 2016 issue of The Public Manager spotlights Cassie Brennand. As a leadership and executive development specialist at the Office of Personnel Management, she has been a driving force behind the Federal Coaching Network.
A global merger between U.S. and Chinese companies required the development of a leadership philosophy that combines Eastern and Western cultures.
At UPS, the partnership between the leadership and talent development function and the Enterprise Strategic Group allows for the proper design, creation, and implementation of formal development offerings to match the demands of an organization with dynamic and diverse training needs.
Constantly told to keep their guard up against direct discrimination and the glass ceiling, women in the workplace will need to reassess their fighting tactics. Many obstacles that women face happen much earlier in the career development process and are covert in nature, making leadership positions even more difficult…
Today’s workforce requires flexible, results-oriented learning solutions and a renewed emphasis on leadership skills development.
This book put a smile on my face in a way that so many other leadership books just don’t. John Zenger and Joseph Folkman, along with Scott Edinger, have managed to write a book that contributes valuable insights to the ever-expanding literature on leadership analysis and development, while steering clear of the managerial…
I can still remember 10 years ago when some of my friends and co-workers in the learning and development departments “realized” that proper leadership was the solution for almost everything wrong happening in the company. It seemed to me that we were looking for an easy scapegoat at the time – something we could target and…
Promoting an employee into a leadership position can be an exciting time, both for the employee and the organization. But as a talent development professional, your job is only beginning with that employee.
Developing talent exceptionally well is a fundamental priority for Deloitte, one of the leading professional services organizations in the world. Executive leadership is directly involved in talent development strategies and solutions, as well as scope, scale, and influence of talent leadership overall.
Strong succession planning and development practices that support smooth leadership transitions and build a culture of development across the entire enterprise are critical.
(From Business Wire) — Experts devoted to the study of leadership point to character and competence cultivated over decades as precursors to success. RHR International, a leader in the field of senior executive performance, believes it is possible to accelerate this cultivation timeline as well as the development results. In part one (“Defining World-Class Performance Dimensions”) of a 2-part edition of its publication, Executive Insight, RHR International outlined the criteria that define world-class leadership performance in the Chief Executive position: Read more.
The Public Manager, a quarterly journal about empowering government and developing leaders, announces an editorial change in the Spring 2011 issue. Washington press corps veteran Ilyse Veron will take over as editor, according to the journal’s publisher Carrie Blustin, while longtime editor Warren Master will assume a new role as Editor-at-Large. “For eleven years Warren Master kept readers on the leading-edge with innovative public management articles,” said Blustin. “We look forward to his continued contributions as Editor-at-Large, anchoring interviews for the journal’s new podcast series, sharing insights in his blog, Agile Bureaucracy, and presenting at our events.” “This change brings new opportunities to provide more timely content and perspective,” Ms. Blustin continued. “Ilyse Veron brings years of award-winning experience covering media, technology, and public affairs, including actions of every federal department and agendas of multiple presidents. And, she’s done it for CQ and The NewsHour with Jim Lehrer, among others.” Master’s final spring issue centers on public managers’ preparations for climate change. Ms. Veron’s first issue, due out in June, will offer a forum on 21st century government – its technology, performance, and talent management. The summer issue of the journal will launch Ms. Veron’s new column, Editorial Perspective, and other features. Ms. Veron joined The Public Manager after years of producing events, programs, and reports with MacNeil-Lehrer Productions, and she has already begun blogging and podcasting along with Mr. Master on management issues at www.thepublicmanager.org. Ms. Veron’s career began at The Brookings Institution, followed by years at Congressional Quarterly. In the mid-90s, she served as principal researcher on The System, a book by David Broder and Haynes Johnson. From 1995-2002 she reported for the NewsHour on national and business news, earning an Emmy award for coverage of the Justice Department’s case against Microsoft and recognition from the UCLA Anderson School of Management. Since 2002 Ms. Veron has specialized in outreach and project management, working on citizen events and broadcasts such as PBS’ By the People and “Bernanke on the Record,” and she has developed content on various media platforms for nonpartisan nonprofits with a federal focus. Her freelance bylines have run on Scripps Howard Wire Service, Wired.com, Foxnews.com, and elsewhere, most recently in Education Week’s Digital Directions magazine. About The Public Manager The Public Manager is a unique, editorially independent quarterly journal about government leadership that works. Focused on empowering and developing leaders, it publishes ideas of experienced professionals about critical public management issues including budgeting and accountability, technology and innovation, and the people who make it happen. Additionally, with events and web postings, it fosters a community for current, former and future managers to share best practices and resources regarding federal challenges and professional development. The Public Manager allies with the Partnership for Public Service, GovLoop, Young Government Leaders, the Graduate School, the American Society for Public Administration, and others who serve career public servants. The Public Manager is published by The Bureaucrat, Inc., a nonprofit controlled affiliate of the American Society for Training & Development (ASTD). ASTD is the world’s largest association dedicated to the training and development field whose members work in thousands of public and private sector organizations. The Bureaucrat, Inc. maintains its own corporate officer and Board of Director structure to guide The Public Manager.
Thunderbird, in partnership with the Xenel Group, has delivered the first three modules of an executive development pilot program for middle and upper-level managers in Jeddah, Saudi Arabia. The program began in March and covered strategy, finance, marketing and leadership. It mixed classroom instruction and Saudi-based case analyses with hands-on involvement in real-world projects. The modules jointly blend the best of current academic research with a detailed knowledge of the Saudi Arabian operating environment. The role of professional development is shifting, according to Dr. Ahmed Gabbani, Xenel’s executive education director and one of those responsible for bringing Thunderbird and Xenel together. “In the past, its focus was to provide managers with management knowledge and prepare them for promotion, and it was also used for reward and recognition,” he said. “Today it is about moving it up a level in terms of business outcomes. As we all know, staying competitive in the global marketplace demands new skills and approaches to business.”
Results from independent research, published on September 21, show that 67% of graduates surveyed are likely to consider leaving their current employer as the country comes out of recession. Commissioned by the Inspirational Development Group (IDG), provider of bespoke leadership and management programmes, the results offer a snapshot of how graduates are viewed and valued in the workplaces of some of the UK’s largest employers, including the NHS, Thomson Reuters and the Lloyds Banking Group. Focusing on graduates two and a half to three and a half years into their scheme, the report investigates the perceptions and reality of graduate retention, recession impact and valuation issues for graduate programmes, both from the organisation and graduate’s perspective. Read the full release.
The New Social Learning is the Most Authoritative Guide on the Power of Social Media in Organizations
Most writing about social media focuses on how to use it for marketing, but there’s a much larger story to tell, according to Tony Bingham and Marcia Conner, co-authors of The New Social Learning, released this month. This is the first book to help organizations understand and harness social media to improve organizational effectiveness and learning. Co-published by the American Society for Training & Development (ASTD) and Berrett-Koehler, The New Social Learning is for people who are interested in how social media helps people in organizations learn quickly, innovate fast, share their knowledge, and engage with peers, business partners, and customers. More so than any other technology, social media allows individuals to embrace the needs of changing workplace demographics and allow people of all ages to learn in ways that are comfortable and convenient for them. As Bingham and Conner assert, emerging technologies enable a new kind of “knowledge-building ecosystem with people at its core.” The new social learning reframes social media from a marketing strategy to a strategy that encourages knowledge transfer. At its most basic level, social learning helps people become more informed, gain a wider perspective, and make better decisions by engaging with others. Using examples from a wide range of organizations – including Chevron, the CIA, Deloitte, EMC, IBM, Mayo Clinic, and TELUS – The New Social Learning shows how people in organizations across the globe are using social media to collaborate and learn. “A major reason we came together to write this book is to help readers understand how to find new ways to make sense of the mountain of information coming toward them every day,” the authors explain. “We need new ways to filter content, to save information, and to learn from each other and our trusted sources. It is our hope that the new social learning – and the examples, recommendations, and lessons provided in the book – will take us all in that direction.” Tony Bingham is president and CEO of ASTD, the world’s largest professional association dedicated to the training and development field. Marcia Conner is a partner focused on enterprise collaboration at Altimeter Group, a firm that provides thought-leadership, research, education, and advice on leveraging emerging digital strategies. Connect with the authors on Twitter @newsociallearn, and read reviews, chapter summaries, and listen to audio clips at www.thenewsocialearning.com. Copies of The New Social Learning may be purchased at www.store.astd.org. For more information about the book, contact Kristen Fyfe at ASTD: 703-683-8192, email@example.com.
I had a high school teacher who observed that the male students seemed to spend a lot of time trying to figure out how to be male students, and the female students seemed to spend a lot of time trying figure out how to get male students. As I work with companies implementing both social networking and simulation technology, I have observed a new hierarchy of needs. 1. Learning to Be People strive to know who they are. What do they like to do, and what do they hate to do? With whom are they most comfortable, or motivated, or depressed? Who are their role models? How can they get satisfaction and sustainability out of life? What are their priorities? What is a good day and what is a bad day? Where do they fall on the issues of the day? Is it better to be directive or participative? As people figure this out, they want to test this new personality out on the world. They make comments online, and post pictures. They speak up at meetings. They give suggestions and then orders of their co-workers, friends, and subordinates. They strive understanding and validation. To a large degree, this has been the drive of much of social networking and web 2.0, as well as pop culture, and “Cosmo” and Match.com self-tests. People today strive for self definition increasingly globally, not just defining themselves by where they live, where they work, or as a friend or enemy of the next door neighbor. 2. Learning to Do People then want to have a impact on the flow of their world – to change the course of activity in a positive way because of what they do. This is where the big skills, such as leadership, stewardship, project management, and innovation come in. This is where people put forth some blood, sweat, and tears, and experience ownership This is where simulations play a critical role. Immersive learning simulations, especially practiceware, have the ability to give people ten years of distilled experience in 15 hours. Sims develop an awareness of the all-critical “active knoweldge” trinity of: 3. Learning to Know At this point comes the learning to know. This might be cultural literacy/history, or organizational history, or trivia. This is where we try to make sense of the world we inherited – to piece together the giant puzzle. This is where books and the History Channel become so interesting. It is around this third category that academics has built both their curricula and their research process, one of the reasons I have so little hope for the role of Ph.d dominated Foundations to add significantly to the first two. I say again that what we teach is limited by what we can teach. The exciting thing about this new media order is that we have more power at our fingertips for development than ever before.
My last post on this blog highlighted two recent public sector training efforts that demonstrated strategic alignment with priority agency outcomes – both in the US Department of Defense ( http://community.thepublicmanager.org/cs/blogs/agile_bureaucracy/archive/2010/03/29/strategic-workplace-learning-in-the-public-sector.aspx): enabling success in Afghanistan by building cultural expertise at the US Defense Intelligence Agency (DIA) creating a collaborative culture at DIA through an effective onboarding program in which employees learn that knowledge sharing is their own personal responsibility Other Public Sector Case Illustrations Here are brief highlights from other government training efforts that tackle a wider array of challenges – many of which will be featured as articles in the summer 2010 issue of The Public Manager and presented at the American Society for Training and Development’s (ASTD’s) 2010 International Conference & Exposition to be held in Chicago, Illinois, May 16-19 ( http://www.astdconference.org/): Business Analysis Center of Excellence: NY State Office of the State Comptroller This case illustration explores the New York State Office of the State Comptroller’s intensive, cross-agency learning experience aimed at more effectively aligning business analysis with management initiatives. With the assistance of an outside management consulting group (ESI International – www.esi-intl.com), the state organization developed key strategies – including coaching and mentoring programs complemented by skills assessments and other learning programs that continue to refine business analysis (BA) best practices. Education Transformation for Results: Sandia National Laboratories This case study at Sandia, one of the US Department of Energy’s prestigious national labs, demonstrates an approach to begin the process of transforming corporate education into an effective education partnership between an organization’s executive and line management and its HR organization. Sandia Labs’ focus on fostering a learning culture drove its transformation of the Labs’ education process to enhance individual capabilities and behaviors that produce tangible results. It offers a blueprint of how a line management and human resources team, commissioned by the organization’s leader, can create a charter, establish a plan, gather and analyze data, prepare and present recommendations to executive management for action. Practical concepts, checklists, and tools are explained as application opportunities, and innovative approaches to obtain and sustain executive engagement and partnering early in the transformational education process are identified as essential success factors. Pushing Management’s Buttons to Improve Performance at the US Coast Guard This case study highlights several of the most powerful, but under-utilized, approaches to improve workplace performance. The old maxim: “If all you have is a hammer, everything looks like a nail” rings true in the workforce performance field. If all you have is a training solution, then everything is a skills-and-knowledge problem. Yet, research and common sense have demonstrated that oftentimes the performance problem isn’t with the people in the organization, but with the organization itself. This experience brings focus to many of the areas the organization’s leadership should examine before assuming a problem will be solved through training. It includes real-world examples and case studies from the US Coast Guard on how a true performance perspective results in quantifiable and cost-effective returns in individual and organizational performance. Share Your Observations I’ll continue sharing examples of how government organizations at all levels are aligning training efforts with strategic agency goals. If you know of others that align workplace learning efforts with priority mission and management challenges, please let me hear from you.
Strategic Workplace Learning in the Public Sector A little less than two years ago on this blog, I entered a curmudgeonly post on “The Non-Strategic State of Workplace Learning” (See Agile Bureaucracy, June 16, 2008 – http://community.thepublicmanager.org/cs/blogs/agile_bureaucracy/archive/2008/06/16/the-non-strategic-state-of-workplace.aspx ). My snarky premise was that even though since the mid-90s government at all levels had begun requiring strategic goals, measurable outcomes and periodic reporting on results, “this shift (hadn’t) yet made a noticeable dent” in aligning training and development investments with agency mission or management priorities. For example, I noted, “In a post-silo organizational culture, Chief Human Capital Officers (CHCOs) would be fully involved in the organization’s strategic planning and management systems (and such T&D) activities would be (integrated) to meet priority challenges.” Designing Strategic Leaning Efforts I also speculated that indicators of this integration might appropriately include the training community’s involvement in designing learning efforts to: foster an organization-wide performance culture improve oversight and accountability behavior recruit, engage and retain young professionals – among other priority HR challenges help IT professionals and non-technologists alike keep pace with expanding E-expectations help managers transcend boundaries of federal, state and local governments and foster collaboration among public, private, and nonprofit sectors assure that transparency becomes an organization-wide value help agency managers plan to share responsibility for achieving results – with other governmental levels, internationally and the private sector prepare managers for and respond more collaboratively to catastrophic disasters Again, the unflattering picture I painted two years ago didn’t include much evidence that the T&D community even had a seat at the table on these matters. To be sure, some of the feedback (and blowback) I received suggested that I had painted too bleak a picture. (After all, even the Dutch Masters included a few swatches of thick, white oil paint on their invariably dark canvases.) Nevertheless, few colleagues – trainers, HR leaders, and other public management professionals – could point to instances where training figured as an integral part of strategic public sector initiatives. Strategic Workplace Learning Observed Well, in searching for such illuminating examples, I’m beginning to see some light. In fact, the theme of the summer 2010 issue of The Public Manager is strategic workplace learning – with likely articles featuring case illustrations from such government organizations as: the US Departments of Defense, Energy, Homeland Security, Housing and Urban Development, Interior, Transportation, and Veterans Affairs; and New York State, among others. Moreover, many of these public sector workplace learning innovations will be presented in interactive or workshop-style sessions at the American Society for Training and Development’s (ASTD’s) 2010 International Conference & Exposition to be held in Chicago, Illinois, May 16-19 ( http://www.astdconference.org/ ). Here are brief highlights from just two of these training efforts – both involving the US Defense Intelligence Agency (DIA): Enabling Success in Afghanistan: Building Cultural Expertise at the US Department of Defense As the United States geared up to send thousands of troops into Afghanistan, the Defense Intelligence Agency (DIA) faced the challenge of preparing hundreds of intelligence analysts to enter the country knowing something of the history, culture, politics, and governance of the region. The Afghanistan-Pakistan Regional Expertise Training Program was developed to deliver cultural expertise training to intelligence professionals and operations personnel across the Intelligence Community and US Department of Defense. This case study considers how the DIA responded to a time-critical, far-reaching problem that crossed agency and coalition lines. It examines how to meet the need for an immediate solution while addressing questions of funding, format, location, and ideal content – in effect, how to create and evaluate a sustainable model for preparing employees to operate in a range of countries and cultures. Creating a Collaborative Culture at the Defense Intelligence Agency After the terrorist attacks of September 2001, the members of the Intelligence Community (IC) needed to transform from a stove-piped culture, where employees viewed knowledge as power, to a collaborative culture, where employees saw knowledge sharing as their personal responsibility. Creating such a culture begins with an effective onboarding program. In 2004, the Defense Intelligence Agency (DIA) leadership directed the development of an orientation and acculturation program to bring together all junior-level, professional-grade employees, regardless of job responsibilities. The 5-week program develops an understanding of how all elements of the DIA work together to support US National Security objectives and Department of Defense operations, and to collaborate with other Intelligence Community (IC) members. This program is innovative among IC onboarding courses by its attendance policy, the length of the course, the curriculum, and the instructional methodology. DIA recognized that new employees could be effective change agents and designed its onboarding program to help establish a knowledge sharing culture. The recitation examines training techniques DIA has used to foster a culture of collaboration across organizational lines, explores the challenges within organizations that inhibit collaboration, and identifies the role of senior leadership in transforming the culture and the onboarding process. Share Your Observations In subsequent posts, I’ll be sharing more examples of how government organizations are aligning training efforts with strategic agency goals. If you know of other examples of how public sector organizations have begun to align workplace learning efforts with priority mission and management challenges, please let me hear from you. Better still, encourage trainers and managers in these organizations to comment on this blog directly and weigh in with their own best practice T&D stories. I’ll make sure to share these examples with a larger audience.
Skillsoft recently announced the results of a study which reveals that in the current global economic climate, CEOs increasingly believe in the value of learning, with 93 percent of business leaders in the United Kingdom stating that they will either maintain or increase their training budget over the next 12 months. Only 13 percent listed cost as their most important consideration. The study, conducted by OpinionMatters on behalf of Skillsoft, surveyed 503 CEOs of businesses with more than 250 employees, across 13 business sectors, on topics that included recruitment, leadership, learning, succession-planning and staff turnover. Reflecting the time constraints in today’s competitive business marketplace, 42 percent of the CEOs interviewed for the study said the length of a course was a more important deciding factor than its content. They prefer shorter courses that require less time and allow for employees to remain productive while receiving necessary training. “This research shows that business leaders increasingly appreciate the value of learning,” said Kevin Young, managing director of Skillsoft EMEA. “However, while training budgets themselves are not being cut, the time businesses have available to undertake training sessions is clearly shrinking. Courses need to be more succinct and to-the-point than ever, delivered in highly relevant, bite-sized pieces. Cost may not be a priority for the CEO, but it will and should matter to the training and development team, and we work hard to set the standard in cost-effective learning with a measurable ROI,” Young added The study also found that measurable return on investment from training mattered most to only seven percent of respondents. Also, the format of delivery was largely irrelevant with only six percent listed this as an important factor in choosing training. But the study did show that innovative technologies are starting to impact the workplace, with 61 percent of CEOs responding that they have a mobile learning strategy in place, with 24 percent planning to embrace mobile learning in the near future. A detailed analysis of the research can be found in the latest Skillsoft whitepaper titled CEO perspectives on people: leadership, recruitment and skills which can be downloaded on http://www.skillsoft.com/emea/documents/Research_Whitepaper_A4.pdf
(From Business Wire) — The Customer Contact Association (CCA), the leading independent authority on contact centre strategies and operations, says a drive to boost employee engagement in contact centres will unlock greater productivity and lead to happier staff and customers. CCA’s thought leadership agenda supports organisations who employ some 30% of the one million people working in contact centres in the UK. CCA has completed an authoritative industry census in which it emerged that an overwhelming majority of organisations described their contact centre employees as mostly committed. However, it identified room for improvement to boost the proportion of employees described as ‘very committed’ from the current figure of 18%. CCA Census 2010-11, which canvassed the views of 246 respondents (the majority of whom work for organisations employing more than 1,500 people globally) found that 73% of organisations describe their staff as ‘often committed’ while a minority of 8% said staff are ‘rarely committed’. CCA Chief Executive Anne Marie Forsyth said: “Front line contact centre staff are living through taxing times, frequently bearing the brunt of customer concerns and complaints as well as worrying about job security. Despite these pressures, employee engagement is relatively high among our membership. CCA is leading a drive to help members raise the bar on engagement levels even higher in order to deliver consistent world class service.” Forsyth added: “We need a renewed emphasis on people issues to reflect the seismic change taking place in customer contact. Performance throughout the recession has been good – our census shows that 82% of our members have had ‘very active’ engagement with customers and 79% are committed to personal development of employees. We’re proud of what members have achieved in a cost-cutting environment and we’re collaborating on strategies designed to boost performance even further.” Read more.
PLEASE NOTE: These are not economic predictions. They are based on my personal observation and first-hand knowledge of sales forces across the United States their present situation, and their future hope based on market conditions and readiness. And please DO NOT COMPARE YOURSELVES. Rather ask yourselves: Am I ready to win more based on these predictions and challenges? 1. PREDICTION: More business will be available as the economy begins to surge and the elections become a reality.CHALLENGE: Are you ready for an increase in business, not just with product and inventory ability but with better attitude, mood, friendliness, and morale of the entire company? 2. PREDICITON: There will be pricing challenges even in the wake of greater business. CHALLENGE: Now is the time for PROFIT. You have left too much money on the table for the past two years. Create a better value proposition, and use it rather than having to justify (and perhaps lower) your price. 3. PREDICITON: There will be an emphasis on 3rd party purchasers and buying groups in order to leverage pricing. CHALLENGE: Build value-based relationships that the customer would lose out on if they joined the group. Get testimonials from customers that decided not to participate. 4. PREDICITION: Full participation in business social media is no longer an option for your company. CHALLENGE: Counsel your counsel and determine what you CAN do. Do that as fast as you can. Your plan must include all forms of business social media, and interaction with customers one-on-one. Need examples? There are plenty of them online right now. One of them may even be your competition. 5. PREDICITION: Full participation in business social media is no longer an option for you personally. CHALLENGE: Set up a business Facebook page where people can Like you and invite all your customers to begin to comment on your products, service, and impact of ownership or service provided. Your LinkedIn connections must exceed 501 and you must have at least 10 recommendations. This makes your image look powerful, structured, and reputable. Twitter must attract 500 followers, and you must tweet twice a day. Your YouTube channel must have at least 10 testimonial videos that use the most searchable words in your business category. Your blog is the real-world outlet for yourself and your customers make it valuable and interact with customers one-on-one. 6. PREDICITON: Your personal reputation and brand will play a greater role in getting a sales meeting and getting a favorable decision. CHALLENGE: Google yourself to establish your base in January. Then take WEEKLY actions to enhance your status. Get testimonials. Volunteer for charity. Speak in public. Post on your blog. Get others to praise you. And build your reputation one action item, and one good deed, at a time. 7. PREDICITION: You will need to be able to differentiate yourself from the competition (in the mind of your customer) to be greater than ever. CHALLENGE: Begin by asking yourself and your present customers what differentiates you from your competition. Then take actions to widen the gap. HINT: The ordinary things are a great start. Use Ace of Sales emails ( www.aceofsales.com) to begin the process. 8. PREDICTION: Your company will finally (after three years) begin to provide sales training. CHALLENGE: Is the training relevant? Is the training acceptable to your sales team? Is the trainer acceptable to your sales team? Does the training incorporate the voice of your customers? Is the training working? 9. PREDICITION: You will lose more than one sale to an inferior competitor. CHALLENGE: Find out why and fix it. HINT: It aint price! 10. PREDICITION: More face-to-face meetings will be necessary to build relationships, or you will become vulnerable to the competition. CHALLENGE: Double your existing face-to-face meetings from last year, and double your networking hours. 11. PREDICITION: Breakfast will be the new lunch. CHALLENGE: Your connections, relationships, and even your prospects are crunched for time. The two-hour lunch will wane. An early morning, 30-minute meeting over coffee will net more and better results. Set a goal of three breakfasts a week. 12. PREDICITION: Your sales plan/goal/quota/numbers will be much more attainable. CHALLENGE: The business is out there for you to earn. Your perceived value, your perceived difference, and your reputation will determine your numbers way more that your price. 12.5 PREDICITION: Your personal dedication or rededication to excellence will reach new heights. CHALLENGE: Allocate three hours a day to YOU. Allocate an hour for social media and personal branding. Allocate an hour for customer interaction. And allocate an hour for reading and study. You will have to allocate more time for personal development and training because the new challenges require new knowledge. If youre looking for a game plan, if youre looking for a success plan, Ive just given you one that will make 2012 more than you could hope for. All you have to do is WORK HARD. Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally: firstname.lastname@example.org 2011 All Rights Reserved – Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer . 704/333-1112
The American Society for Training & Development (ASTD) announces that Robert Todd, ?What If! Technology Director, is joining the Society’s Board of Directors for a three-year term, 2012-2014. Mr. Todd is passionate about applying the latest innovations in information technology to enable innovation capability in the business, nonprofit, and academic sectors. He has more than 15 years’ experience in learning content and technology development. Prior to joining ?What If!, Mr. Todd served as the Director of Technology Enabled Learning at McKinsey & Company where he built the organization’s e-learning capabilities. Before that role, Mr. Todd was the Practice Lead for Convergys Corporation, a global outsourcing company, where he was responsible for product definition and market strategy for the company’s learning outsourcing business. He also served as director of product management and director of course development for DigitalThink. Mr. Todd played a leadership role in the development of e-learning standards and served on the board of directors for the IMS Global Learning Consortium. He was the director of technology for the San Francisco Multimedia Institute from 1996-2000 and has lectured and written instructional texts on multimedia and technology enabled learning.
Highlands Ranch, Colo. (PRWEB) June 3, 2009 — Research indicates a strong relationship between business performance and emotional intelligence. In recent years, interest in emotional intelligence has grown as research shows impact on a variety of business measures, including recruiting and job selection, sales results and leadership performance. Emotional intelligence is the ability to perceive, control and evaluate emotions to improve work and personal life. In a new whitepaper titled, “Emotional Intelligence: What’s New, What’s True – Improving EQ with Behavioral Styles,” the TRACOM Group explores the importance of emotional intelligence and its direct link to critical business measures and individual success, more so than traditional measures such as IQ. The complimentary whitepaper can be downloaded at http://www.tracomcorp.com/forms/eiwhitepaper.html. The whitepaper also explores the genetic disposition people have for emotional intelligence and the affect it has on improved leadership and managerial performance. However, research also shows that emotional intelligence, just like technical skills, can be developed through a systematic and consistent approach to training and development. ( Read the entire article.)
Background The New York State Office of the State Comptroller (NYSOSC) in Albany maintains a broad scope of responsibility unmatched by similar offices in the United States. As the state’s chief fiscal and accounting officer, the Comptroller is a separately elected state-wide official whose primary duties include managing and investing the State’s cash assets, auditing government operations, paying all NYS employees, reviewing State contracts, overseeing the fiscal affairs of local governments including New York City, and operating two of the state’s retirement systems. As an agency charged with monitoring the effective financial operation of numerous other agencies and entities, the NYSOSC understands the need to carefully maintain its own project management (PM) and business analysis (BA) capabilities. Therefore, the Office engages in regular self-assessment and performance improvement in these areas. The ChallengeNYSOSC has built a reputation for continually advancing project management best practices through its PM Center of Excellence (CoE). However, realizing that enhanced business analysis practices can also increase project success and user support, as well as heighten customer satisfaction, the agency has sought, since 2006, to improve its business analysis practices by instituting a Business Analysis Center of Excellence (BACoE). NYSOSC performance improvement programs had primarily benefited PM teams prior, and support had not been available for the advancement of BA teams. By promoting BA competencies, knowledge management, enterprise analysis skills and practices similarly to the PM program, NYSOSC sought to achieve comparable, positive results. Strategic PlanningThe agency’s cross-division Business Analysis Work Group completed a strategic report in 2006 presenting the benefits of advancing NYSOSC’s use of business analysis and making next-step recommendations, including the launch of a BACoE. In 2007, the second phase of the project was launched to begin to develop and support business analysis as an organizational resource. Kevin Belden, Deputy Comptroller and CIO, and Kirk Schanzenbach, Director of the Program Management Office (PgMO), were executive sponsors; and Barbara Ash, Assistant Director for BA in the PgMO, was the project manager. The project team consisted of numerous representatives from BA units across the agency. To provide counsel on industry best practices, and to resolve issues that were impeding progress, the project team enlisted the help of ESI International. “Having worked with ESI in the past to build our project management and business skills capabilities,” said Schanzenbach, “we were confident that they were the best partner in achieving our BA goals.” ESI began by working with NYSOSC leadership and the project team to outline unifying objectives for BA and PM skills areas, including the need to: The Solution In cooperation with ESI, NYSOSC determined the key strategies to ensure a successful program. Foremost among these were: To support the program launch, ESI designed and delivered a two-day, project kick-off workshop that centered on the program’s four-part learning framework and targeted development of knowledge, skills, ability and attitude. Day one introduced the program to senior management and focused on developing best practices in alignment with BACoE operating standards. Executive activities included competitive, interactive group exercises that helped to define and prioritize goals around developing the BACoE. Day two introduced the program to front line business analysts and ensured a common understanding of BA concepts and executive directives. Following the kick-off, the team worked in subcommittees on project deliverables, received best practice advice, and exercised skills and competencies through coaching exercises. Special attention was also given to evaluating and treating such problematic areas as standards and methodologies topics for the BA group. “This intensive learning experience was very well received as a serious enhancement to the traditional instructor-led effort.” said Ash. “Participants also felt that it accelerated the program launch significantly compared to previous programs.” Toward Change In the early months of the program, ESI participated in regular group meetings and calls in order to provide coaching and to reinforce goals and specific training targets. While ESI continues to deliver essential counsel, the NYSOSC has quickly achieved the competency to offer coaching and mentoring using internal resources. Other significant program accomplishments and benefits to date include: Championed by executive sponsors Belden and Schanzenbach and project manager Ash, the internal team continues to recommend and oversee BA learning programs and progress, as well as support the advancement of BA maturity.
New Survey from Krauthammer: Around 80% of businesses feel resistant to current difficult business climate
KRAUTHAMMER | London, UK 80% of international businesses feel relatively resistant when it comes to the worsening business climate. 55% will defend their investments in ‘behavioural development’ programmes in areas such as leadership, management and sales. On the downside, 20% say that they will cut their budgets. This and other findings are the results of a probe conducted by Krauthammer in late Autumn 2008. 34% of the respondents forecast a poor business climate for 2009. Around 20% believe they have “low resistance” to a difficult business climate and are planning to cut their behavioural development budgets in line with their predictions. However, over twice as many – 55% – feel resistant – and 42% even plan to raise development budgets. “The news is mixed. The most positive signal we can distill from our probe is that companies will prioritise initiatives with a real and measurable impact. So consultants that excel in sophisticated forms of body-shopping will probably be hit as hard as temporary personnel providers”, comments Ronald Meijers, Co-chairman of the Board of Krauthammer. *) body shopping typically implies filling temporary competence gaps rather than structurally improving a company’s performance. The respondents will defend training and coaching more vigorously than they will consulting. And as many CEOs admit their difficulties in predicting results for 2009, leadership training will be most defended – by 53% of respondents, followed by sales training (47%) and management training (42%). Crossfunctional training such as IT- and language skills will be least defended, the probe suggests. When it comes to coaching, too – leadership, management and sales coaching will be most defended. Overall, training seems less vulnerable than coaching – training will be cut by fewer numbers of people than its coaching equivalents. According to the probe, consulting budgets will be defended by around a third of businesses. Least popular, the probe suggests, will be consulting in “hard issues” such as strategies, operations and structures – only 19% of the respondents would defend it. A combination of “soft” and “hard” issues such as sales effectiveness will be most resilient of consulting propositions – 33% of respondents say they will protect budgets in this area. Nick Girling Senior Consultant, Office Leader UK, Krauthammer Tel: +44 20 8770 7200 Mobile: +44 7900 5648 79 E-mail: email@example.com Coaching, consulting and training company Krauthammer assists clients worldwide in successfully uniting permanent people development and sustainable business performance. It offers major change implementation and human capital development programmes at the individual, team and corporate levels optimising the personal effectiveness of leaders and managers, salespeople and negotiators, trainers, coaches, consultants and support staff. Established in 1971, Krauthammer International has 300 consultants and employees, delivering services in over 50 countries, in 15 languages. International consistency and the ongoing professional development of the consultants are ensured by four annual Krauthammer University sessions where every consultant spends between 2 and 3 weeks per year. www.krauthammer.com
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 annual ASTD Chapter Leaders Conference (ALC) is a great way for chapter leaders to share best practices and learn from each other. This year the conference will take plan on October 30-31 in Arlington, Virginia. The objective of the conference is to provide chapter leaders with a strategic and concentrated opportunity to learn how to be more effective in their respective leadership roles. ALC provides the opportunity to partner with other volunteer leaders and ASTD staff to grow the profession and shape successful chapter leaders. Facilitating a session at ALC can also be a rewarding professional development experience. The Request for Proposals is now available, and anyone may submit a proposal. Click here to access. Click for more information about the conference We look forward to your participation!
The American Society for Training & Development announces that Laurance Alvarado, Senior Director with Alvarez & Marsal Public Sector Services, is joining the Society’s Board of Directors for a three-year term, 2011-2013. Mr. Alvarado has more than 24 years of operational and consulting leadership experience driving organizational excellence, sustainability, and thought leadership with governments and multinational corporations in more than 20 countries. His industry experience covers customs and border agencies, departments and ministries of defense, health care departments, public-private partnerships, privatization initiatives, special and economic development zones, petrochemical companies, global supply chain initiatives, and trade agreements. Before joining A&M, Mr. Alvarado was the co-founder and President of an ethically centered strategy, restructuring, and management consulting service. He served as a Senior Director for the strategy and business development unit of the international investment and development arm of Dubai Holding, and led the development and implementation of a governance framework for a $50 billion investment for building a new city. Mr. Alvarado served for two years as the Managing Director, Middle East, for BearingPoint, leading operations, business development, talent management, and consulting ventures. He was a Managing Director of KPMG Consulting and BearingPoint’s Border Security and Transportation Practice, and served as an active duty and reserve officer in the United States Air Force. Mr. Alvarado holds two bachelor’s degrees in business administration from Texas A&M University, a master’s degree in management from Troy State University, and has completed executive education at Columbia Business School.
The American Society for Training & Development announces that Julie Clow, Learning and Development Manager, engEDU, Google, is joining the Society’s Board of Directors for a three-year term, 2011-2013. Dr. Clow leads non-technical training and organizational development for Engineering at Google, setting strategy and direction for leadership, management and team effectiveness initiatives. Previously, Dr. Clow served as the Learning Technologies Manager for Google University. Her scope included setting the strategy and vision for scaling and globalizing Google University leadership and development programs, as well as fostering innovations for infrastructure and delivery mechanisms. She also founded the first e-Learning team within the company. Prior to joining Google, Dr. Clow served as the Chief Learning Officer and Proposal Manager for Carley Corporation, a custom training solutions provider in Orlando, FL. She designed large-scale learning solutions and led teams to develop and implement instructor-led curricula, e-Learning, and high-end simulations for clients such as the U.S. Navy, BellSouth, Molex, and the Asia-Pacific Economic Cooperation. Dr. Clow has a Ph.D. from Auburn University in Psychology with an emphasis in Organizational Behavior Management.
(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.
The American Society for Training & Development (ASTD) and The Public Manager have joined together to bring a unique conference opportunity to federal employees. Expert speakers and the community of government professionals will be at Government Workforce: Learning Innovations on November 2, 2011, at the Newseum, in the heart of Washington, D.C. Attendees will explore learning innovations that enhance work, try new tools for collaboration within their agencies, and connect with leaders throughout government. An early bird registration discount expires September 30, making this event an affordable investment in professional development. Keynote speakers include: Other expert speakers and moderators include: Learn all about the Government Workforce: Learning Innovations conference at www.governmentworkforce.org. A preview of conference content is contained in the fall issue of The Public Manager, available today. About The Public Manager The Public Manager is a unique, independent, and nonpartisan quarterly journal about federal government leadership that works. Produced in print and electronic format with related podcasts, blogs, and events, it communicates best practices, innovations, and techniques for learning at all levels of government. The Public Manager is affiliated with good government groups such as the Partnership for Public Service, GovLoop, Young Government Leaders, the Graduate School, the American Society for Public Administration, and others. It is published by The Bureaucrat Inc., a not-for-profit organization owned by ASTD that is chartered and devoted to furthering knowledge and best practice in government. The Bureaucrat, Inc. maintains its own corporate officer and Board of Director structure. For more information about The Public Manager and the new summer issue, visit www.thepublicmanager.com.
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.
I love this quote: “Today we examine one of the foremost organizations for learning professionals – ASTD.” It’s found in an article from Examiner.com titled “Organizations for learning professionals – ASTD”. My handy-dandy PR service, VOCUS, puts the Examiner’s circulation figure at 140,000 — which is great. That’s a lot of folks seeing a story about the value – and leadership – of ASTD in the training and development field.
Just learned that Gov. Bobby Jindal of Louisiana has again proclaimed Employee Learning Week in his state. This comes through the direct efforts of our local chapters in Louisiana. Other proclamations have been declared in Ohio and Missouri. Employee Learning Week is off to a great start and I continue to receive emails from organizations around the country that detail the creative efforts being made to recognize and celebrate the value of employee learning and development. Here at national ASTD we just heard Steve Gladis speak about leadership. It was a great talk, filled with good insight, humor, and practical take-aways. If you are celebrating Employee Learning Week, be sure to drop me a note at firstname.lastname@example.org to share your story. You’ll be recognized for your efforts with a Champion of Learning certificate.
As a leadership and executive development specialist at OPM, Cassie Brennand has been a driving force behind the Federal Coaching Network, a program designed to give federal agencies access to internal certified coaches at no cost.
Dubai: Human resources conference attracts more than 30 world’s best speakers in strategy and expertise
(From Zawya.com) — The International Human Resources Conference and Exhibition (IHRC 2011), hosted by the Federal Authority for Government Human Resources (FAHR), will bring more than 30 world’s best known thought leaders and innovators in human resource development and organisational reforms to the UAE. The conference and exhibition, to be held in Dubai from Jan. 19 to 20, will set the stage for a global exchange of knowledge and ideas on integrating efficient HR management into the strategic plans and policies of governments and organisations across the world. Over 300 HR practitioners, heads of states, and experts are expected to attend IHRC 2011, held under the patronage of His Highness Sheikh Mohammed Bin Rashid Al Maktoum, UAE Vice President and Prime Minister and Ruler of Dubai. Speakers at the conference will analyse regional and international trends and challenges in education, job creation and talent management, linking the debates to the central theme of the conference, “Human Resources: the Sustainable Capital for the New Era.” The conference has already attracted academics, strategists, trainers and consultants from world-leading centres of excellence in knowledge, innovations, leadership and management and from trend-setting public and private sector organisations worldwide. Read more.
Have you ever thought about becoming a published author? Do you have a tried-and-true activity? One that works every time? One that is “road tested?” If yes, we’d like to invite you to be a part of a new project. ASTD and Pfeiffer/Wiley Publishing are partnering to create an exciting opportunity for ASTD members to be published: a new activity book entitled Road-Tested Activities for Trainers. The book will feature activities that are certain to be a success. We’d like to invite you to share your activity with your colleagues. What to Contribute? We’re looking for all the typical topics trainers use such as teambuilding, leadership, collaboration, organization development, building trust, conflict management, listening, feedback, talent management, employee engagement, technology, diversity, creativity, problem solving, ice breakers, and others that you think of. Don’t be concerned about the topic. We are more interested in the fact that the activity works. What’s in it for you if your activity is published? You will receive: 1. A complimentary copy of the book. 2. Professional exposure; your contact information and a short biography will be printed in the book and associated with your activity. 3. And best of all, you will be considered an ASTD and a Wiley author and receive a 25 percent discount for all Wiley titles. How do you get started? Email Elaine Biech, the editor, confirming your interest or to ask questions at email@example.com by May 31. She will send you a template to get started. She will also help you with your editing to ensure that your submission is the best it can be!
One of the best things about being an instructional designer right now is that now more than ever we feel that our field is in the zeitgeist of what’s happening in the media and technology worlds. What we do (rather, how we do it) is influenced greatly by technologies that support more flexible means of communication and collaboration. Social media and mobile technologies have turned the spotlight on social learning concepts, which in turn have made more of us think about the large, ill-charted dark matter of culture: informal learning. Of course, our response to this turn of events should be elation – finally, Charles Jennings can stop talking about 70-20-10! We can explain communities of practice without once using the phrase “well, no, that’s not really an example of what i’m talking about…”! (bonus: we can avoid awkward tittering by wholly avoiding the name ‘Wenger’ in a classroom setting). Everyone in the Internet Time Alliance can retire to tropical islands. Their work here is done, because everyone in your care now understands the value of social and informal learning. Except maybe they don’t. Maybe you’re having trouble convincing your boss that her task force is not a community of practice. Maybe your top-down Yammer implementation has yielded more tumbleweeds than users. Perhaps it’s because, in fact, no one is making the connection between the breakthroughs in networking that they can plainly see and whatever it is that you do. Maybe you should brag about your personal learning network. In this new world, those in our care probably find it harder – not easier – to square the existence of this wikiHow entry and your job as conductor of whatever they’ve been led to think formalized training is. Do you exemplify the benefits of social and informal learning in your own work life? Do you document successes of social learning? Are you watching and listening to the concerns of your co-workers, providing the right nudge when needed, and openly sourcing your information? Are you connecting your peers with relatable thought leadership or community resources that you’ve found valuable? How about using technology to make spaces for serendipitous learning – loosely organized, de-escalated learning, free from expectations but endowed with purpose? As I’ve said before, I love our kind of people, and not just for their unfailingly sparkling personalities. Every day, they are useful to me in my work, and every day I make it known that I am bringing fire to those in my care because of my associations. In design meetings, I nip errant learning styles talk in the bud. I stay up-to-date on the development of Project Tin Can and use what I know to rethink learning management systems. I experiment with Google Hangouts. I make it easy for myself to be a node in the network and I make sure that people know that part of my value is being as connected as I am. While I probably spend more time talking about #lrnchat than I do participating in it these days, I’ve been known by more than one boss as ‘the Twitter guy.’ I’m proud that I eventually stopped being ‘the Twitter guy’ – that is, I stopped being just a tolerated, quirky evangelist for the platform when I stopped telling people how valuable Twitter is and started using it very publicly to inform my discourse in the workplace. (As Jane Bozarth says, “Google gets you links. Twitter gets you answers.) As a result, the questions that I get around social media are less of the “what good is Twitter?” variety and more about how to use social learning tools to their best effect. As I rely on a large, diverse learning network to help me be competent and prescient, I hope to show (not tell) that I am here to solve problems, not simply build courses or teach classes. I can suggest and employ social and informal learning strategies in part because they’re already working: social media tools, content curation, collaboration, and networked learning are making me better at what I do. Craig Wiggins has been helping people create and manage learning experiences for the last 10 years. He is the eLearning Instructional Design Strategist for the Corporate Executive Board’s Corporate Leadership Council, where he manages the creation of meaningful distance learning and performance solutions. Craig holds a B.A. in anthropology and an M.Ed. in curriculum development, and spends a lot of time thinking about how to sneak usability, accessibility, and proper task analysis into the mix. In his natural habitat, he is usually storyboarding on wall-sized whiteboards or pontificating on Google+.
The leadership of the Atlanta Chapter of ASTD is focused on member value. One of the ways the chapter delivers value is through a vibrant community of Special and Geographic Interest groups. Currently the chapter has seven SIGs (Career Development, Corporate Training, Independent Network and Collaborating, International, Organizational Development, Sales and Marketing, Technology-based Learning) and four GIGs (Atlanta South, Middle Georgia-Macon, Northeast Georgia-Athens, and Savannah). Another way the chapter delivers value is through its sensitivity to members in job transition who enjoy discounted membership rates. Additionally, chapter members can attend all SIG/GIG events at no charge as a means to grow membership and continue to deliver networking and professional development. Chapter president, Don Bolen, says volunteers are the driving force behind the Atlanta Chapter’s continued growth and overall success… click here to read more about the Atlanta Chapter’s success. For more information on LEADING A TEAM, consider attending the session RESULTS-BASED LEADERSHIP: THE IMPACT OF A CLEAR VISION ON ORGANIZATIONAL SUCCESS at the ASTD 2010 International Conferenceand Exposition!
The American Society for Training & Development (ASTD) announces that Christie Ward, CSP, principal for the iMPACT Institute, is joining the Society’s Board of Directors for a two-year term, 2011-2012. A principal for the iMAPCT Institute since 1999, Ms. Ward seeks to align communications skills with high-performance, productivity, and effective leadership. Ms. Ward coached the World Champion of Public Speaking in 2000, and was recognized in 2004 by ASTD’s Rocky Mountain Chapter for a program that resulted in a 66 percent decrease in union grievances at AT&T in Denver. Prior to her current role, Ms. Ward served as director of training for CareerTrack, Inc., where she coached and managed more than 200 of the best professional trainers around the world. She was also recognized in 2008 and 2009 as the National Speakers Association Colorado member of the year for her work in developing the Colorado Speaker’s Academy, an innovative program for emerging speakers that generated revenue for the chapter. Ms. Ward has been involved in ASTD for 21 years, as a Rocky Mountain Chapter member, as chapter president, and as a three-year member of ASTD’s National Advisors for Chapters (NAC). Her peers elected her to Chair the NAC for 2011-2012. Ms. Ward earned her CSP (Certified Speaking Professional) designation in 2009.
Mark Lesser, CEO of the Search Inside Yourself Leadership Institute, shares his views on mindfulness, career development, and the workplace.
(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!
(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.
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.
ASTD Presents its Lifetime Achievement Award in Workplace Learning and Performance Award to Bob Eichinger and Mike Lombardo
The American Society for Training & Development (ASTD) presented Bob Eichinger and Mike Lombardo with its Lifetime Achievement in Workplace Learning and Performance Award on May 17 at the ASTD 2010 International Conference & Exposition held here. This ASTD award recognizes individuals for a body of work that has had significant impact on the field of workplace learning and performance. Eichinger and Lombardo are recognized for creating some of the seminal works in the workplace learning and performance profession, including FYI: For Your Improvement and Eight-Eight Assignments for Development in Place. Their collaboration with Morgan McCall at the Center for Creative Leadership (CCL) led to one of the foundational concepts of human resource development: the 70/20/10 learning model, which postulates that 70 percent of learning and development takes place from real-life and on-the-job experiences, tasks and problem solving; 20 percent comes from other people through informal or formal feedback, mentoring, or coaching; and 10 percent comes from formal training. A fortuitous course taught in 1991 at CCL put them on the map. CCL gave the two men permission to release a competency tool they developed and they formed Lominger, Inc. the same day. The tool, called the Career Architect, has since generated more than $100 million in sales. Eichinger and Lombardo continued their partnership and devoted themselves to producing research-based and experience-tested tools and materials that would be useful to the workplace learning profession. “We were always very interested in how people solve real-world problems, and how effective people differ from average performers,” says Lombardo. Eichinger notes the pair has noticed a “significant gap between research and practice” over the course of their partnership. In 2004, the pair co-authored a book with Dave Ulrich titled 100 Things You Need to Know: Best Practices for Managers and HR. The book covers practices in recruitment, assessment, selection, development, and feedback, includes short summaries of each, and then poses a multiple-choice question that the authors answer with research findings as a backup. Eichinger and Lombardo’s firm, Lominger, was acquired by Korn/Ferry International in 2006.
The ASTD Certification Institute proudly announces its Board of Directors for 2011. The ASTD Certification Institute is an affiliate of the American Society for Training & Development (ASTD) whose purpose is to set professional industry standards for the learning and development profession. The 2011 Board of Directors’ breadth of experience and expertise enhances the ASTD Certification Institute and demonstrates the Institute’s commitment to providing world-class, professional certification programs to the workplace learning and development field. Board members include: Wayne Benz, Independent Consultant and former Director of International Business Development for the Examination Institute for Information Science (EXIN), brings more than 40 years of experience in the IT field in technical, managerial, and executive positions with bot large and small international IT companies. Benz will serve as the 2011 Chair. Shannon Carter has served as the Chief Executive Officer of the Competency & Credentialing Institute (CCI) since 1999. Under her leadership, CCI realized unprecedented growth in the development and implementation of industry-leading initiatives related to patient safety, competency assessment, and continuing competence. Carter will serve through 2013. Gary Fluitt, Senior Certification Program Manager at Oracle, is a 20-year veteran of the IT training industry. Fluitt oversees the development of professional certification products and is a founding member of the IT Certification Council. Fluitt will serve through 2011. Darin Hartley has 20 years of experience in the training industry. He is currently the Director of Client Development at Intrepid Learning Solutions and has written numerous articles and books about e-learning and social networking. Hartley will serve through 2012. Sharon Rice, with 20 years of association management experience, is the Executive Vice President of Professional Development and Industry Content for APICS – The Association for Operations Management. She is responsible for guiding staff and volunteer leadership teams supporting courseware and instructor development, certification, research, publications, and the marketing of APICS. Rice will serve through 2013.
Students enrolled in programs and courses that focus on human resources and workplace learning and development have the opportunity to attend the ASTD 2011 international conference at a steeply discounted rate and enjoy special programming on May 24 – Student Day. The ASTD 2011 International Conference & Exposition is the premier event for thousands of workplace learning and development professionals who come from more than 70 countries. It will be held at the Orange County Convention Center in Orlando, Florida, from May 22-25. For the second year the American Society for Training & Development is hosting Student Day and offering students an affordable way to network with learning and development professionals, attend educations sessions, and interact with more than 300 leading vendors. There are several registration options from which to choose. Student Day activities include a networking coffee and welcome; attendance at the General Session featuring Campbell Soup Company CEO Doug Conant; a student-focused information session; tour of the EXPO; and a networking lunch with keynote speaker and strategic leadership expert Mette Norgaard. Full-day attendees will have access to educational sessions in the afternoon. To qualify for a student registration, one must maintain an active ASTD chapter student membership or be taking a minimum of 12 hours per year at an accredited college or university. More details can be found at www.astd.org/students. –
Tony Bingham kicks off T+D’s new column, “Economy Watch,” with insight into the whys and hows behind training and workplace development in a tough economy. “The knowledge economy has given learning a vital new role in the leadership of organizations. The ability to anticipate talent requirements and meet them in a timely fashion is likely to be the key performance advantage for decades to come. By taking action to manage talent strategically and holistically, we will move closer to fully leveraging every organization’s key asset–its people.” Read the entire article.
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.
Beth Yoder shares the trends she sees in Middle East for talent development. She also shares her insights on innovation and leadership.
This webcast will begin with a fun quiz to assess how you would handle training and consultancy assignments in a variety of different countries. We will then explore the challenges faced by talent development (TD) professionals when working with cultures whose ways of learning and leading are different than your own. You will discover strategies that can be effective when dealing with cultural differences in leadership, group collaboration, and communication styles. This session will examine…
Learn how MGM Resorts provides development and educational opportunities at every level of leadership. MGM Resort’s vice president of talent and organizational leadership will share the company’s development strategy, which is rooted in the company’s core values. MGM’s development strategy is designed to drive engagement and behavior changes that correlate to the rise in guest service that the company has recently experienced. During this webcast, you will learn how to: -Leverage outside the…
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.
Northrup Grumman Vice President of Learning and Development Kathy Thomas must focus on learning and development on an enterprise scale while developing leaders, managing leadership, and leveraging learning technology.
What the talent development function can do to prepare, promote, and develop women in leadership.
Two feature articles in this issue of TD are all about helping you, the talent development professional, develop career resiliency and find the strength to make a late-in-life change if one is necessary.
MHSThis podcast is sponsored by MHS. Leaders tend to score higher in emotional intelligence than the general population. An even more specific benchmark is assessing how leaders compare to other top leaders. The EQ-i 2.0 Leadership Report gives you that benchmark. Assess, Predict, Perform. For more information, visit http://ei.mhs.com.
Promoting an employee into a leadership position can be an exciting time, both for the employee and the organization. But as a talent development professional, your job is only beginning with that employee.
June: Learning executives need to take certain variables into play when determining the degree of executive support for learning initiatives. This podcast was sponsored by CPP, the exclusive publisher of the Myers-Briggs instrument and a group of people committed to improving the performance of individuals and organizations around the world through team building, leadership and coaching, conflict management, career development, selection, and retention; https://www.cpp.com.
Without well-thought out succession plans, organizations face the real possibility of severe productivity losses and competitive disadvantage in the marketplace. This issue presents a four-phase succession planning program to create a fully prepared frontline and management staff that can take over leadership positions. The plan enables your organization to determine priorities; anticipate gaps; establish development, recruitment, and retention strategies; and stay on track with their strategic plans.
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.
This practical, ready-to-use workbook is written for training professionals, organization development practitioners, change agents, chief executive officers, and others who seek to create solid change programs within their organizations. Leading change involves more than simply reducing resistance; it involves creating an awareness of the challenges and responsibilities that each person (no matter his or her level in the organization) faces as a change initiative goes forward. Users of this book will be able to create half-day, full-day, and multi-day workshops that integrate the change leadership models and theories in this book into solid training programs.
SweetRush Wins Gold For Solution Provider Of The Year in category “Leadership or Skills Development Solution Provider of the Year” at 2016 Stevie Awards.
Chief Learning Officers are often found at larger organizations where the human resources department is broken out into various specialties. CLOs, who are sometimes called chief knowledge officers, usually report either to the top talent officer or the chief executive officer (CEO). A CLO’s responsibilities may include on boarding, training courses and materials, employee development initiatives, executive coaching, knowledge management and succession planning. CLOs may also supervise the selection and implementation of learning technology, such as learning management systems (LMS). CLO Job Responsibilities: Develops an organization’s educational process Promotes knowledge management Institutes effective training strategies Directs large scale change management...