The Learning Executive Confidence Index from ASTD for the second quarter of 2010 reflects the pulse of more than 250 learning executives who expect their learning functions to improve slightly over the next six months; they also predict an increase in investments in learning from Q1 2012 onward. This means that learning continues to be a recognized key strategic component of organizational productivity. With social networking blurring organizational boundaries, exchanging learning with customers is the new frontier.
Since 80% of useful operating knowledge is “tacit” and undocumented, collaboration for knowledge transfer begins at onboarding; new talent who participate in structured onboarding are 58% more likely to stay with the organization more than three years. Measuring know how of high performers helps confidently predict business performance.
In Leading Across Boundaries: Creating Collaborative Agencies in a Networked World, Russ Linden talks about working across customary bureaucratic boundaries, and how leading public agencies align training with their agencies’ priority outcomes – examples include the US Departments of Defense, Energy, Homeland Security, Housing and Urban Development, Interior, Transportation, and Veterans Affairs--find out how, by meeting these agency leaders at HCI’s Government Summit Sept 20-22. When your generationally diverse talent can choose their preferred learning delivery modes, everyone's up to speed on your business priorities.
Talent wants development opportunities to experience progress. Find out how Jet Blue Air, Nick’s Pizza, Genzyme, Catholic Healthcare West, Rockland Trust and American State Bank re-set engagement at HCI’s Engagement and Retention event in Boston October 4-6.
What do these diverse industries and leading companies have in common? Their key performers have invested in talent development by attaining their Human Capital Strategist designation. Get your HCS or Workforce Planning certificate this summer in cities throughout the US or on-line while there is a summer discount, and join an elite network of graduates advancing effective talent management practices in their company.
photo courtesy of Jens Everaerdt
Hi Joy,
Your post resonated with my experience. Having worked for a company (Assurant Solutions) that had robust employee training and development programs, I can attest to the fact that this type of investment in human capital does lead to employee retention. The company enabled me to get my MBA onsite, and also provided both mandated annual training hours and an optional self-study training lab which I accessed during my lunch hour. The satisfaction of competency acquisition, and how it enabled me to grow in my job contributed to my working there a full decade--which was actually a short tenure compared to many Assurant employees. As companies cut back on benefits, strategic spending on training and development offers definite payback to shareholders.
The collaborative element of knowledge sharing now enabled by social media, corporate wikis and intranets also contributes to the sense of engagement that leads job satisfaction as well.
With eLearning options today, there as so many cost-effective ways to incorporate training that accommodates the variety of preferred learning delivery modes you note.