Master the 300 terms every trainer should know. ADDIE, front-end analysis, and Integrated Talent Management (ITM) are just a few of the terms you’ll come across in the field. Don’t miss a beat with the ASTD Handbook Glossary, a companion to the second edition ASTD Handbook: The Definitive Reference for Training & Development.
Strong talent management and establishing a balanced incentive programme are required to retain people and enhance their involvement, engagement and satisfaction level. Lets understand the ways to enhance employee engagement in an organization.
This articles provides a coverage on Job Analysis, the key steps involved in Job Analysis process, explains the concept of Human Resource Planning and the entire process of Human Resource Planning. It further describes how Job Analysis can serve with vital inputs for Talent Management and its strategic importance.
In most of the organizations the recruitment function operates independently of the retention department. The article discusses about relationship between talent management and Recruitment & Retention.
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TeacherMatch was founded by a group of dedicated, passionate educators with a wealth of experience who understand that teachers are the most critical factor in: Fostering whole student development Increasing measurable student academic growth and achievement Advancing district/school performance and reputation Their four co-founders worked together in the K-12 public education system — where they […]
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.
A new survey from Project Management Institute identifies key trends in project, program and portfolio management, including a renewed focus on talent development and increased use of agile methods. The results also point to critical success factors, among them clearly defining expected benefits, ensuring top-level management support, and creating a career path for project participants.
Successful project management is more about getting people to work together to achieve a specific outcome than it is about tools and frameworks. There are some skills and talents project managers need to hone in order to be effective at managing the people (human resource) side of a project.
For global organizations with diverse workforces and clients, maintaining a consistent level of project management excellence requires a permanent commitment to training. IT infrastructure provider EMC teamed with PMI to launch a talent development program for its project managers.
A small project management consulting company has earned national recognition for its commitment to staff development. In the process, it’s attracting top talent and forming strong partnerships with its clients. So what makes a workplace great?
Recruiting project management talent and retaining them is one of the biggest challenges for any company. Organizations need to develop and nurture leadership traits of their project managers to keep operations running smoothly–and to achieve benefits everyone can appreciate.
The business world has long eyed Africa, but many companies have also been put off by its poor infrastructure and massive poverty. Now backed by vast natural resources and a surging youth population, the continent is on the verge of living up to its great economic potential. Yet project management success in Africa requires conquering a host of obstacles including political upheaval, limited local talent, and personal safety issues. This article examines how investors looking for projects with strong value propositions will find tremendous opportunities in Africa.
Companies are utilizing virtual teams to bring together ideas, talents, resources and opportunities. Explore various virtual team management strategies as implemented by the author within a team of women e-learning professionals. Project managers will be able to identify tried and tested methods for managing virtual teams.
The ATD Young Leaders One to Watch recognition program features rising stars who are passionate about the talent development profession. At West Community Credit Union, Danielle Buscher designs and delivers training for the entire credit union, manages the learning management system, works with subject matter experts, and evaluates training effectiveness.
(From Gallup Management Journal) — Companies spend millions training and developing their employees. But does it really pay off? Sure, such investments can enhance skills and boost effectiveness and innovation. But far too often, leaders and managers overlook a crucial element: complementing employees’ knowledge, skills, and experience by maximizing the power of their innate talents. Toward a strengths-based solution Not everyone can excel at a particular task, regardless of training and effort. Though training can help people improve, most employees won’t achieve excellence performing a task unless their talents make them naturally inclined to perform that task at excellence in the first place. Gallup research shows that people who know and use their strengths — and the companies they work for — tend to be better performers. In a study of 65,672 employees, Gallup found that workers who received strengths feedback had turnover rates that were 14.9% lower than for employees who received no feedback (controlling for job type and tenure). Moreover, a study of 530 work units with productivity data found that teams with managers who received strengths feedback showed 12.5% greater productivity post-intervention than teams with managers who received no feedback. And a Gallup study of 469 business units ranging from retail stores to large manufacturing facilities found that units with managers who received strengths feedback showed 8.9% greater profitability post-intervention relative to units in which the manager received no feedback. Companies that want to boost productivity and innovation must help employees apply their natural abilities to the day-to-day requirements of their role. Implementing a strengths-based approach often demands a fresh mindset; the old ways won’t do. The questions below can help employees figure out how they can best apply their talents in their role — and can help managers and leaders learn how to use a strengths-based approach to boost company performance. Read more.
SAN LEANDRO, Calif.–( BUSINESS WIRE)–As the U.S. recession deepens and monthly job losses reach historic highs, a recent survey of more than 400 white-collar small businesses is shining a light on how small employers are evolving their human capital management practices in a down economy, and how employer practices are directly influenced by whether the small business owner is considered an “economic optimist” or an “economic pessimist.” Conducted by TriNet, a leading provider of human resources outsourcing and consulting services to small businesses, the TriNet Recession Practices Survey polled businesses in the technology, financial and professional services fields. The survey found that nearly half of the respondents fall in the category of being “economic optimists” and saw market conditions as least as good as in 2008. Of the economic pessimists, 34 percent viewed the economy as worse and 18 percent viewed it as much worse than 2008. When it comes to hiring and talent acquisition practices for white-collar small businesses, the survey found that hiring plans are still on the table, but are being scaled back overall, with more than half of respondents saying they will hire fewer employees in 2009. Just as consumer confidence influences the performance of the market, employer confidence influences their business’s response to it . Specifically, 28 percent of economic optimists are planning to hire more employees in 2009 than the previous year and only 4 percent of economic pessimists are planning to hire more in 2009. ( Read the entire release.)
(From PRWEB) — Organizations that promote employee health and well-being are 3 times more likely to encourage creativity and innovation, according to research by Right Management released at the World Economic Forum in Davos, Switzerland. Right Management is the talent and career management expert within Manpower, the global leader in employment services. “We found fewer than half of the more than 28,000 employees who participated in our worldwide study reported that their organizations actively promote health and wellness,” said Deborah Schroeder-Saulnier, Senior Vice President for Global Solutions at Right Management. “Yet we now have persuasive evidence linking health and well-being to greater employee engagement, organizational productivity, talent retention and – of utmost importance in today’s post-recession economy – creativity and innovation.” Seventy-two percent of respondents who rated their organization highly for actively promoting health and well-being also rated it highly for encouraging creativity and innovation. Among those who did not rate their organization’s healthy and well-being efforts highly, only 20% took a favorable view of their organization’s encouragement of creativity and innovation. Read the full release.
STOP the SALES INSANITY! Integrate Workplace Training Education with Sales Management. Long-term behavior cannot be changed without consistent coaching, counseling and on-going sales management and leadership support. It takes committed Sales Trainers experienced in workplace behavior change to help Sales Managers who have demonstrated experience in the sales field. Sales Trainers and Sales Managers must work together to teach sales teams how to make significant behavior changes in their lives at work and at home. (Beware). Sales Training Drivers highly recommends organizations to hire Trainers with Behavioral Workplace Education experience along with Sales Experience to help Sales Managers build Sales Teams. Our goal on this site is the help “integrate Talent Managers (Corporate Trainers who have Workplace Learning Behavior knowledge) with Sales Management. Here is the typical breakdown in most sales organizations today. Typically, organizations today do not operate within the “framework” of a World Class Selling” System that integrates the expertise of both Sales Management and Workplace Behavior Training Education. A Workplace Learning Trainer with no sales experience will struggle with designing a sales curriculum and will not be able to communicate sales processes effectively to the sales team during training. A Workplace Learning Trainer with no sales experience will struggle working with a Sales Manager. A Sales Manager with sales experience and no workplace behavior education will struggle building a cohesive sales team because they do not understand Human Performance Improvement psychologies or how to manage a learning function or designing a curriculum that promotes behavior change. Effective Sales Training takes BOTH the Workplace Learning Knowledge and Sales Management Knowledge and expertise. Together they can create dynamic sales teams that evolve into long term high performance production. If this does not exist in your organization and the two parties are not aligned in a program that works to ensure business results through proper action planning and evaluation of team performance – you will lose sales and sales people! Now you understand why (45%) of sales professionals (managers and reps) are still operating by “trial and error”! This is why most sales managers are REACTIVE in their day to day activities and not PROACTIVE. They are still flying by the seat of their pants to meet quota every month. They have no concrete system when throwing their bag of sales skills into the sales field. They are not aligning Sales Management Best Practices with proven Workplace Behavior education. If this is your organization, take a serious look at investing in Workplace Learning Behavior Education to build a better sales organization. Otherwise, you will be left with the same performance and productivity headaches you have experienced before. Look at the hundreds of thousands of sales organizations that continued to “wing it” and went out of business! They will tell you the human carnage and financial waste that was left at the end of the project is not worth the effort. Integrate your experienced Sales Managers with experience Workplace Learning Educated Trainers! Stop the Sales Insanity!
Philadelphia, PA (PRWEB) — Senior management respect for worker contribution has been found to be the top leadership factor promoting engagement, according to a global survey of 28,000 employees in 15 countries by Right Management. Other senior leadership behaviors that correlate highest with employee engagement include implementing and communicating organization strategy. Right Management is the talent and career management expert within Manpower, the global leader in employment services. Right Management analyzed dozens of leadership practices and behaviors in order to determine which are most strongly related to employee engagement. Those with the highest correlations are: 1.Senior leaders value employees 2.Senior leaders have the capability to make my organization successful 3.Senior leaders effectively implement my organization’s strategy 4.Senior leaders effectively communicate my organization’s strategy to employees Read the full release.
HOUSTON–(BUSINESS WIRE)–With nearly 60 percent of companies becoming more dependent on their contingent labor programs over the next two years, The Contingent Labor Management 2010 Report, published by the Aberdeen Group, found that companies will have a greater number of Statement-of-Work (SOW), Independent Contractors (IC) and services-based work employees. The report, sponsored by Guidant Group Inc., a managed services and talent acquisition consulting company, takes an in-depth look at how companies can better manage their ever-expanding contingent workforce, including ICs and SOWs. It suggests companies can manage their contingent workforce by exhibiting spending control and securing a quality contingent workforce as they focus on: Read more.
Philadelphia, PA ( PRWEB) October 26, 2009 – Even in the best of times, finding a new job is a challenge. So it is no surprise that 42% of people polled think it would be “very difficult” to find a new job in today’s tough economy, according to a survey of more than 2,500 individuals on LinkedIn by Right Management. Right Management is the talent and career management expert within Manpower, the global leader in employment services. Forty-three percent of those responding believe getting a new job would be “somewhat difficult,” and 14% would consider it “somewhat” or “very easy.” Men and women have nearly identical opinions on job hunting prospects, while respondents whose job function is in business development or sales are more upbeat than those in finance. The older the respondent, the more likely the individual is to consider the job search difficult, which may be explained in part by their typically higher salary levels. “Losing a job is one of the top most stressful life events,” said Tony Santora, Executive Vice President for Global Solutions at Right Management. “The job search process can be an anxiety-filled experience, even in a healthy economy. So stress typically comes with the territory.” Read more.
The U.S. Office of Personnel Management (OPM) joined President Barack Obama today in underscoring the administration’s commitment to ensuring that every American worker has access to opportunity, including the 54 million people across the nation living with disabilities. To “level the playing field” for those with disabilities, OPM announced it will launch on-line training opportunities for Federal hiring officials. “I believe strongly that the Federal government should be the model of diversity for all of America,” said OPM Director John Berry. “And that America includes an amazing untapped talent pool of people with disabilities who are eager and ready to join the Federal government. We must do more than just enact inclusive policies, we must actively recruit, develop, retain and promote a workforce that is drawn from and represents the diverse faces of this nation.” The training OPM will be offering, and which will be available to Federal agencies in November, is designed to educate managers, supervisors and human resources managers on ways to use the Schedule A Hiring Authority to recruit and hire talented individuals with disabilities. In addition to the training, OPM, in coordination with the Department of Labor (DOL), will hold a hiring fair in the spring for those with disabilities. The fair will bring together a number of Federal agencies that have immediate hiring needs and that will hire “on-the-spot.” For complete article, click here. Happy Learning!
As the Obama administration shines a light on the training and skills workers will need for the jobs of tomorrow, a new report shows that U.S. employers continue to struggle with an ill-prepared workforce, finding new hires lack crucial basic and applied skills. For the most part, employer-sponsored readiness training is not successfully correcting these deficiencies, according to the report, The Ill-Prepared U.S. Workforce: Exploring the Challenges of Employer-Provided Workforce Readiness Training, produced by Corporate Voices for Working Families, the American Society for Training & Development (ASTD), The Conference Board, and the Society for Human Resource Management (SHRM). [more]”The results of this study demonstrate how critical it is for companies to be more strategic and focused on efforts such as providing internships and working in partnership with community colleges on workforce readiness initiatives to prepare new entrants before they enter the workplace,” says Donna Klein, Executive Chair, Corporate Voices for Working Families, which partnered with The Conference Board, the American Society for Training & Development (ASTD), and the Society for Human Resource Management (SHRM) on the report and its underlying survey of U.S. employers. “It is a losing strategy for employers to try to fill the workforce readiness gap on the job. They need to be involved much sooner to prepare new employees to succeed,” Klein said. The report published today, The Ill-Prepared U.S. Workforce: Exploring the Challenges of Employer-Provided Workforce Readiness Training, draws from a survey of 217 employers about their training of newly hired graduates of high school and two- and four-year colleges. The survey, conducted during 2008, included employers in manufacturing; financial services; non-financial services; and education, government, and other non-profits. Almost half of respondents said they have to provide readiness training for new hires – and the majority rate their programs as only “moderately” or “somewhat successful.” “U.S. business is increasingly outspoken about the competitiveness threat posed by an ill-prepared workforce – but employers must do a better job of quantifying this threat and communicating it to key stakeholders,” says Mary Wright, Program Director, Workforce Readiness Initiative, The Conference Board. “It doesn’t make any difference if you’re operating a business in Mumbai, Beijing or New York – the number one challenge facing every organization is finding and growing skilled talent,” said SHRM CEO and President Laurence O’Neil. “HR professionals are helping bridge the gap, finding ways to give employees the skills they need to add value and to be more valued. This isn’t just an HR challenge, but a bottom-line global business problem.” “In any economy, having a knowledgeable, skilled workforce is critical for organizations to grow and be successful,” said Tony Bingham, ASTD President and CEO. “As the skills gap widens among new entrants to the workforce, it’s clear that all stakeholders – employers, education, and the public workforce system – must collaborate to effectively prepare workers to be successful on the job.” The report, which includes five case studies of successful workforce readiness programs run by Bank of America and Year Up, CVS Caremark and TJX Companies, Harper Industries, Northrop Grumman, and YUM! Brands, finds that: The full report can be downloaded free of charge from ASTD’s website.
July 22, 2010 – Greensboro, NC – How do talented managers develop into effective senior leaders? And what can organizations do to ensure this growth? Extraordinary Leadership: Addressing the Gaps in Senior Executive Development proposes some groundbreaking answers, providing strategies and tools to round out leadership skills and create a steady pipeline of top executives. A joint publication of The Center for Creative Leadership (CCL) and Jossey-Bass, the book is edited by executive leadership experts Kerry A. Bunker, Douglas T. Hall, and Kathy E. Kram. It collects views on the often invisible elements of intrapersonal, relational, organizational, and contextual development from more than 20 leading thinkers in the field. “The chapters in this book address the subtle yet powerful forces that combine to differentiate outstanding leaders from also-rans,” Bunker, Hall and Kram say in the book’s introduction. “The end product is a comprehensive guide for leader development, a resource for executive coaches, human resource professionals, mentors, corporate officers, and aspiring senior leaders themselves.” The 321-page book provides techniques and strategies based on real-world examples, helping executives, mid-level managers and emerging leaders identify the issues that contribute to these leadership gaps. Such issues include the accelerated career advancement of high potential managers, the rapid pace of technology and globalization, and the importance of accountability and emotional intelligence. Leaders must now be as approachable as they are inspirational, according to the editors. To fill the gaps present in the workplace, they must demonstrate authenticity, integrity, emotional competence, and the ability to inspire leadership with and through others. In Views from the C-Suite, a chapter on intrapersonal development, former CCL Board member Naomi Marrow explains that self- assessment helps executives gain clear insight into the impact they have on others. In The How-to-Be Leader: A Conversation with Frances Hesselbein, Kathy Kram explores what it means to lead with authenticity. Other chapters with contributions from CCL include The Learning Premise: A Conversation with Peter B. Vaill by Kerry A. Bunker and CCL faculty member Laura Curnutt Santana; Developing Leaders with Cultural Intelligence: Exploring the Cultural Dimension of Leadership by Santana, Mira las Heras, and Jina Maol; Leading Inclusively: Mind-Sets, Skills, and Actions for a Diverse, Complex World by CCL Board member Ilene C. Wasserman and Stacey Blake-Beard; and a final chapter entitled Looking Forward: Creating Conditions for Extraordinary Leadership, where editors Kram, Hall, and Bunker integrate the perspectives shared throughout the book. Bunker, founder and president of executive development firm Mangrove Leadership Solutions, is a former CCL senior fellow. Kram, a professor of organizational behavior at the Boston University School of Management, is a former member of CCL’s Board of Governors. Hall, a professor of management at the Boston University School of Management, is a former H. Smith Richardson Jr. Visiting Fellow at CCL. About the Center for Creative Leadership The Center for Creative Leadership (CCL) is a top-ranked, global provider of executive education that accelerates strategy and business results by unlocking individual and organizational leadership potential. Founded in 1970 as a nonprofit, educational institution, CCL helps clients worldwide align business and leadership strategy, develop the organizational environment and prepare individuals to be more effective leaders. Each year, through its proven, innovative and highly personal approach, CCL inspires and supports more than 23,000 leaders in 3,000 organizations around the world. Through an array of programs, products and services, CCL and its world-class faculty, coaches and researchers deliver unparalleled leadership development, education and research in more than 120 countries. Ranked by clients as No.3 worldwide in the 2010 Financial Times annual executive education survey and among the world’s top providers of executive education by BusinessWeek, CCL operates out of eight locations around the world. Headquartered in Greensboro, NC, CCL’s additional locations include, Colorado Springs, CO, San Diego, CA, Brussels, Belgium, Moscow, Russia, India, Africa and Singapore.
MindLeaders-ThirdForce, one of the industry’s top elearning and talent development producers, has partnered with the University of Phoenix to make almost 2,000 courses eligible for college credit. Through the Corporate Articulation program, MindLeaders-ThirdForce students can submit completed, qualifying courseware for University of Phoenix college credit. Each hour of MindLeaders-ThirdForce qualifying courses equates to 1/30th of a credit hour. Most MindLeaders-ThirdForce courses are between 1 and 5 hours long. Courses completed before the student began their degree studies can be submitted for credit through the Prior Learning Assessment program. “The mission of MindLeaders-ThirdForce is to help people and companies meet their goals,” said Paul MacCartney, President of MindLeaders-ThirdForce. “We’re proud to set up the process to help when those goals include gaining a college degree through the University of Phoenix.” The qualifying online computer courses range in topics from Excel to Cisco networking certifications to project management and time management. All 1,987 qualifying courses will have a link available from within the course to provide easy access to instructions for submission to the University of Phoenix for credit. A complete list of courses that are available for credit is listed at www.mindleaders.com/courses/phoenix.aspx. Visit the University of Phoenix site for more information about their Corporate Articulation program. Read more.
Here’s a blog post from Wei Wang, international relations manager, who recently hosted two member workshops in China: In April, I went to China to organize two ASTD member workshops in Beijing and Shanghai in April. About 120 members and their colleagues participated in the two events. We sincerely thank Siemens Management Institute China and Baosteel Talent Development Institute who kindly sponsored the events. I shared with attendees the presentation “Keep Learning Mission Critical in Tough Economic Times,” which is based on ASTD’s most recent white paper. My favorite quote from the report is: “It’s not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.” The participants found the information very interesting. After the workshop, one of the participants emailed me and said, “Just want to say thanks for organizing the seminar in Shanghai. It’s very helpful to get opinions from insiders of the industry. ASTD will be greatly valuable to help the industry to build expertise and make more impact. Looking forward to more presence of ASTD in China.” We are so pleased that our members found the content valuable. During the trip, I also had the opportunity to present ASTD’s latest research and resources for learning and performance professionals at Peking University, Shanghai Jiaotong University, IBM Global Services (China), and several other events. We look forward to working with more organizations to introduce ASTD’s research and resources. It was great to connect with the HRD professionals in China again. We sincerely appreciate the support from our members and partners! Thank you for helping us to build a stronger international learning and performance professional community in China.
(From Human Resource Executive Online) — Recently, I had a long phone conversation with a young professional who had just been put into a managerial role. She’s a very smart, organized woman, who took on her first supervisory role when her manager left and she was asked to fill in until a replacement was found. Shortly thereafter, she was simply named manager. Typical for a tough economy, she wasn’t permitted to back fill for her prior position. A new manager in a unit she felt was understaffed, she was completely confounded by the behavior of one of her direct reports and was looking for valuable input. I think that anyone with supervisory experience remembers that first, difficult employee-relations issue you had to deal with. It’s when you first realize that all employees don’t view their responsibilities as an employee in the same way you do. You learn that, sometimes, employees reporting to you have a very different view as to what it means to be an engaged, productive and contributing worker. And it’s when you truly understand — in a very personal way — that being a manager isn’t just about a higher pay grade, greater visibility within an organization or managing a budget. It means spending time dealing with employee-relations issues, where no two are the same and they’re rarely fun. So how can HR executives maximize the value that frontline supervisors can contribute to a business? After all, frontline supervisors are closest to the largest part of the workforce, and they can have a huge impact on how well employees are working toward achieving the organization’s business strategy and goals. A recently released research report from the Institute for Corporate Productivity provides new insights — and data — HR executives should take note of. I4cp surveyed almost 300 HR and management professionals and asked questions designed to gain a better understanding of just how involved frontline managers were in their organizations’ talent-management efforts. Read more.
Are you S.M.A.R.T.? Here is a beautiful acronym that typifies how to train for “Leveraging Success”. It is being used successfully by the BEST sales organizations who are serious about integrating corporate training with sales management. According to the World Class Sales Competency Model built on the World Class Sales Competency Research, “Leveraging Success” is an important competency solution.Leveraging Success “leverages” the positive impact of an action, solution, or outcome to advance or expand the level of partnerships. Now that is SMART! Leveraging success though activity means to ensure that stakeholders appreciate both the value of the solution to the achievement of their goals and the underlying relationships as a basis for expanding a mutually beneficial relationship. You also want to document and communicate Best Practices to ensure that lessons learned are not lost, but instead captured and leveraged to realize additional opportunities. If you integrate, TEACH and PROVE the measurable outcomes of this S.M.A.R.T. science in your Sales Training Program, you will be 97% more effective in leveraging success and “smarter” than many other trainers! BE SMART! Specific – Be very specific about your goal. Write it down. You are POWERFUL! Visualize, Actualize, Realize. Read the Classic books: Think and Grow Rich by Napoleon Hill or The Magic of Believing by Claude M. Bristol. Do you want to have it all? Thoughts can really become things – if you truly believe in what you are thinking. Laser focus on your goal until it comes true. Measurable – “Inch by Inch My Goal is a Cinch”! Map out your course of specific goals.Where you are going? Where is your map? Write down directions, dates, timelines and deadlines. Plan like you are going on vacation from start to finish. Measure the ROI (Return on Investment) and the cost of your time and effort against the desired outcome. According to a famous Harvard University study and many scientific journals, neurological thought transformation to achieve financial and behavioral success works when people actually create and execute a detailed success map. Achievable – Start out by setting and achieving small goals first. Goals set too high or too low become meaningless. Add Faith, Belief and Reality. Keep clear headed, and motivated, with drive and determination. Your Sub-Conscious mind is AMAZING. It is the co-creator with your WILL to succeed. Learn to use Self-Affirmations to build a positive attitude. Relevant – Are your goals really YOUR goals or someone else’s? Is it relevant for you to be actualizing this goal? Who are you serving? (A Parent? Partner? Boss? Society? God?) Who is really benefiting? Are you thinking of the greater good when you set your goal? What is your TRUE innate talent and passion? What is your dream? If your goal doesn’t have any real relevance, you will find it too difficult to form an emotional attachment or connect with that goal and you will NEVER achieve it as a part of your true destiny. Timing – Set aside a specific time to get the reasonable amount of work done that you want to accomplish. Be easy on yourself to allow for the time to complete their task. You will get it done if you focus. If you don’t focus, you will more than likely WASTE your time and the task will take longer. How long have you put off that advanced college degree anyway? What else are you wishing for that you really could have had long ago? As a Sales Trainer, you must help determine if your Sales Managers goals are clear, stated, focused, realistic, measurable and related to the vision and mission of the company. If you are not doing this, you will not be very effective in seeing the results of your training efforts where it counts – in bottom line revenue and production by your “trained” class. BE SMART. Integrate your Training Expertise with that of Sales Management by perfecting the S.M.A.R.T formula.
Last Wednesday, the Director of the United States Office of Personnel Management announced the establishment of a centralized office to serve the Senior Executive Service (SES) program. OPM Director John Berry directed that program functions currently spread across multiple offices will be consolidated in order to increase efficiency and better serve agencies across the Federal government. “The Senior Executive Service fosters a large share of the innovation and talent needed to transform our government into a 21st century resource for the American public,” said OPM Director John Berry. “Fully supporting this dynamic talent pool requires the Office of Personnel Management to implement new mechanisms that maximize the potential of these executives within the Federal workforce. The establishment of a centralized SES office will increase the efficiency of our efforts to better serve Federal agencies and build a world-class workforce. ” The new Senior Executive Service office will provide the framework for Federal agencies to operate the SES program. Duties of the consolidated office will include outreach to stakeholders in the SES program, such as the Senior Executive Association and Executive Resource managers throughout the Federal government. This will include providing executive resource forums for agency executive resources specialists and leading workshops and roundtables on leadership development topics. Visit opm.gov for the full article.
DAVENPORT, Iowa–( BUSINESS WIRE)–As the national economy continues to take center stage, Americans still see the value of higher education. A recent Kaplan University Education Insights Survey found 83 percent of U.S. adults agree that the U.S. is falling behind other nations economically, with 7 in 10 (71 percent) saying the nation can improve its standing if more people earn college degrees. “America has the talent to be competitive,” says Peter Smith, Senior Vice President for Academic Strategies at Kaplan Higher Education. “If we can help close the ‘degree gap’ – by making higher education more accessible to more Americans – we will stop wasting our talent, increase our global competitiveness and get more people into sustainable, higher paying careers.” This finding comes on the heels of a study by the National Center for Higher Education Management Systems that found that the U.S. will need to produce 63.1 million degrees to match leading nations in the percentage of adults with college degrees by 2025. At the current pace, the U.S. will fall short of that threshold by 16 million degrees. The Kaplan University survey also found that: Higher Education = Employer Plus: 91 percent of U.S. adults feel finishing a degree, seeking a higher degree or continuing education makes someone more attractive to potential employers. 90 percent report that furthering one’s education can increase one’s earning potential and opportunities for promotion. Level of Education Determines Amount of Worry: 84 percent of high school educated, employed adults have concerns about their jobs – and specifically about losing their job or not being able to find a new job if let go, while only 63 percent of college-educated adults are worried. Economy an Education Influencer: More than half (55 percent) of those aged 18-34 say the economy influences their education decision. Women, who make up 6 out of every 10 students enrolled in college today, are more likely to be influenced by the economy (63 percent) than men (46 percent) in this age category. ( Read the entire article.)
(From PRWEB) — Person-to-person networking continues to be job seekers’ most successful tool, according to a study by Right Management. The firm analyzed job data on the nearly 60,000 individuals throughout North America to whom it provided career transition services over the past three years. Right Management is the talent and career management expert within ManpowerGroup, the world leader in innovative workforce solutions. Traditional networking was the source of new career opportunities for 41% of job candidates last year, while Internet job boards accounted for 25% of new positions landed. “The job search is changing and some approaches are losing ground to others, but classic, systematic networking continues to be most effective way to find suitable employment,” said Carly McVey, Right Management’s Vice President of Career Management. “Certainly technology plays a growing role. But online social networking may not always be separate from traditional networking since one so often leads to the other. A job seeker uses the Internet to track down former associates or acquaintances and then reaches out to them in person. And, just like a cold call, the Internet is a way to make an initial contact with a prospective employer.” Read more.
GREENWICH, Conn. (BUSINESS WIRE)–Executive hiring appears to be reemerging at many organizations after being frozen for the last year due to the financial credit crisis based upon the results of the recent Claymore Partners’ Labor Day 2009 Executive Talent Market survey with over 640 executive respondents. “Almost half of employers are now selectively hiring executives and significant reductions are greatly diminished based upon the survey results as well as our own executive search activity and market discussions,” according to Mr. Landberg, Managing Director of Claymore Partners. Health insurance, healthcare/pharmaceuticals, wealth management, investment banking, and consulting/professional services industries appear to be most robust in terms of executive hiring at this time. From a functional perspective, executive hiring increases are most pronounced in sales, consulting, and risk management/compliance. The direct impact of the financial credit crisis for most executives appears to be waning though strong hiring is not expected until mid to year end 2010 by most executives. Request the full report .
(From Human Resource Executive) — As a new generation emerges that is connected socially and technologically like never before, organizations must adapt their talent-management strategies in order to engage with these workers on their terms and leverage their next-generation skills and know-how. As each new generation enters the workforce, organizations have learned to adapt their recruiting, hiring and development strategies to account for the newest additions to the candidate pool. Just when companies think they have mastered talent-management techniques for the latest generation, a new classification of worker, such as the latest known as Generation C, emerges. Unlike previous generations, such as Generation X and Y, this new generation encompasses more than just a new batch of college graduates. It is also a psychographic group comprised of people of different ages who are more connected, both socially and technologically, than ever before. Although there may be some talent-management challenges for this new group, hiring them is integral to the success of any organization. To prepare for the impending mass retirement of baby boomers, Generation C will have to be brought on to fill the ensuing talent gaps and eventually take over key management positions. While hiring Generation C will be a necessity in the future, companies that can engage and recruit this group in the present will benefit from the strengths they offer. When brought on board, a member of Generation C isn’t just contributing their own individual skills and experience. They also bring along the value of their networks, to which they are constantly connected, resulting in real-time productivity through collaboration. Read more.
(From PRWEB) — Employee turnover is expected to increase worldwide during the next five years, according to a global survey by Right Management, the talent and career management experts within ManpowerGroup. More than 2,000 internal and external recruiters, human resource executives and hiring managers from 17 countries representing more than 20 industry sectors participated in the Right Management survey. Half the survey respondents globally expect higher turnover, said Bram Lowsky, Executive Vice President Americas at Right Management. “About a third foresees no change, and a minority a decrease, all of which points to greater turnover than organizations have been used to dealing with in the past decade.” Expectations of Higher Turnover in Next Five Years (Percentage anticipating slight or significant increase): North America =59% Asia Pacific = 58% Europe = 41% Global average = 49% Read more.
(From PRWEB) — Fifty-seven percent of employees say they regularly make suggestions in the workplace, according to a survey by Right Management. In fact, 27% claim to offer more than 20 suggestions every year. Right Management is the talent and career management expert within Manpower, the global leader in employment services. The firm analyzed responses from more than 600 individuals throughout North America via an online poll conducted in partnership with LinkedIn . “We find that employees really want to be heard,” said Deborah Schroeder-Saulnier, Senior Vice President of Global Solutions at Right Management. “Making suggestions signals they are thinking about the performance of the organization and want to contribute over and beyond the requirements of the job. And this can be seen as a great opportunity by employers – if they know how to take advantage of it.” Among key findings: –Nearly one-third of respondents indicated they offered more than 20 suggestions last year. –And 30% made more than ten suggestions, but fewer than 20. –Only 6% offered no suggestions at all. Read the full release.
(From PRWEB) — According to Right Management, 84% of employees say they plan to look for new jobs in 2011 – up from 60% in 2009. Now, only 5% say they definitely intend to remain in their current position. For companies to keep employees from searching elsewhere and to execute on their growth and innovation plans, employers must focus on improving employee engagement, a central factor in the performance and success of organizations. “Employee engagement is sinking to record lows. For corporations to flourish in this challenging economic climate, it is critical that they maintain focus on employee engagement to sustain a thriving workforce,” said Zack Lemelle, Managing Partner, Corporate Engagement Services, of the Institute for Professional Excellence in Coaching (iPEC). “The key for driving employee engagement is directly connected to leadership engagement. Leaders must be prepared, and supported, to fully engage in all aspects of their position – not only in driving the typical bottom line results, but also in building powerful, dynamic teams and a supportive organizational culture. Only through a dedicated engagement strategy for leaders and employees can corporations avoid the consequence of high-employee turnover that can result in losing talented workers and the costly training of new staff.” Read more.
(From PRWEB) — Management Mentors, a mentoring consulting firm that designs and implements world-class corporate mentoring programs, announced its latest thought paper “The Well-Leveraged Corporate Mentoring Program: Understanding How to Leverage Yours in Order to Attract, Develop, and Retain Top Talent.” The thought paper will serve as a resource for companies and organizations that have–or are considering–a formal mentoring program. People can download the white paper for free by visiting the http://www.management-mentors.com/benefits-online-mentoring-software Management Mentors corporate website. As for what inspired this topic? Rene Petrin, president of Management Mentors, says, “Most organizations have a decent understanding of corporate mentoring and its benefits. In fact, 70% of Fortune 500 companies have a formal mentoring program. But what we’ve noticed is that many of these companies don’t leverage their programs to get the biggest bang for their mentoring buck. This thought paper shows companies how to get the biggest ROI through practical steps using social media, the company’s website, and PR, just to name a few items.” In addition, the thought paper provides information on how to use a mentoring program to recruit new employees and develop mentoring behaviors in all employees, not just those in the program. The paper also talks about how to keep employees engaged once they’ve cycled through a mentoring program through things like speed mentoring and reverse mentoring. Read more.
Helping our organizations deliver outstanding business results, while contributing to the skill development and career management of others, is our biggest thrill as training and development professionals. This session will describe how to connect four popular T&D industry tools to create the ultimate development toolbox. Using these tools together creates an airtight organizational commitment to development. You will build better leaders and increase your organization’s talent bench by…
When it’s done right, learning drives business results. The latest research shows that companies with strong learning cultures are 42 percent more likely to be innovative, have 37 percent greater employee productivity, are 35 percent more responsive to customers’ needs, and 17 percent more likely to be market share leaders. Yet many talented learning leaders are still taking direction from stakeholders instead of serving as true strategic advisers to senior management. Find out why and, more…
History shows us that innovation in products, services, work processes, and management drives competitive advantage and success. Recognizing this, the Association for Talent Development (ATD) and the Institute for Corporate Productivity (i4cp) recently surveyed 393 talent development leaders across a broad range of industries and locations, seeking to understand the talent development function’s role in teaching and encouraging employees to innovate at successful companies. The research found that high-performing companies who consistently lead the competition in revenue growth, market share, profitability, and customer satisfaction are more than twice as likely to support innovation with formal strategies and processes compared with lower performers. In fact, talent development functions at top companies provide innovation training to employees organization-wide at a rate seven times that of lower-performing organizations. Join i4cp to learn about the practices, methods, and programs top companies and their talent development teams use to drive innovation among employees and leaders at all levels.
Maximizing profit for your organization starts by building and sustaining a top-producing sales team. Geared toward director- and manager-level management at organizations worldwide, this session will explain five hiring strategies to recruiting and developing top talent, the tools that sales teams need to achieve long-term goals, and ideas for improving company culture through ongoing coaching and training.
From the classroom to the boardroom, feedback is a vital component of communication and effective talent development. Most people in the workplace suffer from a lack of performance feedback, yet feedback is essential in supporting candidate progress and improvement. Feedback is the cheapest, most powerful management tool that we have at our disposal. However, it is often underused, or provided in ways that are geared toward compliance, rather than meaningful performance improvement. Effective…
What’s your strategy to remain competitive? Trainers realize that recruiting the right people with the right skills and providing them with great training is key to creating a great business. With the arrival of measurement and return-on-investment calculations for these key business activities comes the realization from business professionals that performance management does make a difference in profits, sales, and customer satisfaction. With a company’s need to recruit and keep the best talent, performance management is its best strategy for remaining competitive in the global marketplace in which employees have more choices than ever before. Performance management is used to improve both personal and organizational skills . Recruiting and Retaining Call Center Employees illustrates the various ways employees can reach their potential and thereby contribute to the bottom line, made all the more profitable by creating stronger and more stable companies that can offer higher wages and excellent benefit packages. Combining theory with practical advice on training, recruiting, and evaluating programs, this book provides the trainer with practical models and guides. Plus, cases on process and technology provide a full range of solutions in creating a call center that is well ahead of the competition.
Move beyond traditional, boring learning and development solutions with Meridian’s learning management system (LMS). Quickly deliver targeted training courses aimed at onboarding talent, increasing engagement, fostering collaboration, improving skills, achieving compliance, accelerating performance and advancing individual career growth. Build a culture of learning and collaboration. With Meridian, organizations can quickly onboard, strategically train and continuously develop […]
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 […]