Being surrounded by an entire team that doesn't feel like they work for you can be a ridiculous blessing. But is there a magic formula that makes work feel like joy, happiness and fun all rolled into a single cupcake you can munch on all day ...Read more
The future of work has changed due to a series of market disruptions that have thrust Human Capital Management (HCM) into a curious position of attention. According to Shawn Price, president of SuccessFactors, responsible for the end-to-end ...Read more
In August 2012, EBSCO Publishing (EBSCO) released its new Leadership & Management Learning Center (LMLC). Well-known within higher education, medical, corporate, and government markets, EBSCO is an aggregator of full-text educational and ...Read more
In order to stay competitive in today’s changing economy, organizations should consider developing workers who are not only skilled in their current roles, but are also adaptable to changing business needs. Many high-impact learning ...Read more
As leaders, we often see our employees go through various stages of motivation, contribution and engagement. Often, we get concerned when we see changes in how our employees seem to be responding to their work. We over think it, read into every action or reaction and then try to solve it by randomly calling a “one on one” meeting.
“Everything you need to know about leadership, diversity and most other things in life can be learned in your family, the first human capital engagement.”
Informal learning, although difficult to quantify, is a critical component of skills development at all stages of the employee lifecycle. As much as 75% of learning in the workplace occurs through informal methods, or tacit knowledge. To this end, organizations and leaders need to shift the focus away from formal training programs and traditional methods such as classroom instruction and begin to harness the power of informal learning in their organizations. Not only can informal learning methods be cost-effective opportunities to build employee skill-sets, but many variations and techniques exist that organizations can leverage.
Competencies are the glue that holds together the pieces and parts of a talent management system. They can be used as the basis for behavioral interviewing, as guides for development and succession planning, and as a component of a thorough performance evaluation.
Recent articles have once again raised the question of how much corporate training actually adds value, and how much just goes to waste—something for which we coined the term “learning scrap” to draw the analogy to manufacturing scrap. Both kinds of scrap waste time, materials, and opportunity; both undermine a company’s competitiveness.
I am a fan of the principles that underlie the game of duplicate bridge. The players rotate between each table and are given the opportunity to compete with others playing the identical cards. By scoring relative performance, the element of skill is enhanced while the element of chance is reduced. In the end, the person who plays the hands best wins. Head-to-head competition - no hints, no gimmicks, no cheats.