322 Search results

For the term "Talent Management".

New Book Explores Overlooked Keys to Executive Success

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 e-learning courses approved for University of Phoenix

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.

Member Workshops in China

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.

Maximizing the Value of Frontline Leaders

(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.

Leveraging Success: BE S.M.A.R.T!

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.

Leadership Development: A Key Component of OPM’s New SES Office

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.

Kaplan: Despite US Economy Americans Still See Value to Higher Ed

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.)

Job Boards, Online Networking Gain Ground

(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.

Executive Hiring Reemerging

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 .

Enter the New Generation of Workers: Generation C

(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.

Employee Turnover Expected to Rise in Next Five Years

(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.

Employees Have a Lot to Contribute: A Majority Make Suggestions All the Time

(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.

Employee Engagement: Key Indicator for Greater Satisfaction in Life and Work

(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.

A Corporate Mentoring Program Won’t Do Much for a Company Unless It’s “Well-Leveraged”

(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.

Creating a High Performance Organization Using the Ultimate Development Toolbox

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

Becoming a Business-First, Big-Data L&D Leader

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…

ATD Research: Advancing Innovation

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.

5 Strategies for Building a Winning Sales Team (SU408)

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.

12 Ways to Provide Better Feedback

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…

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

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

Meridian – Change Your Perspective on Learning and Development

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 your entire workforce. Onboard new hires quickly and effectively so they can hit the ground running as soon as training is complete Invest in the future of your workforce with L&D courses tailored to individual roles and career paths Stop knowledge hoarding by fostering collaboration and innovation through...

Overview of Role of Chief Learning Officer

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...