Webcast Highlights:

• Through what modalities is coaching delivered (internal coaches, external coaches, and managers using coaching skills)? What particular employee segments (entry-level to executive, high-potentials and all employees) receive coaching? How is it decided who receives coaching?
• Is there a movement for more organizations to develop strong coaching cultures? Are strong coaching cultures more common in small or large organizations? Do more financially successful organizations embody strong coaching cultures compared to less successful ones?
• How and where is coach-specific training offered to internal coach practitioners and to managers/leaders who are using coaching skills? Do managers using coaching skills have a focus on improving performance or increasing potential of their direct reports (or is it a combination of both)?
• For organizations that measure employee engagement, how have engagement levels changed for different employee segments because of intervention from external coach practitioners, internal coach practitioners and/or managers/leaders using coaching skills? Which segments have the largest increases in employee engagement?

A strong coaching culture is a feature of an exceptional organization. Organizations with strong coaching cultures value and invest in professional coach practitioners and managers using coaching skills, encouraging them to support employees at all levels in order to grow their skills, enhance their value, and reach their professional goals. In 2014 research conducted by the Human Capital Institute (HCI) and the International Coach Federation (ICF), we classified 13% of respondents’ organizations as having strong coaching cultures.

The top reported benefit of coaching is increased employee engagement. Increased employee engagement produces many positive organizational outcomes, including decreased absenteeism, lower turnover and higher productivity. Unfortunately, most employees are not engaged. Eighty-seven percent of organizations cite culture and engagement as one of their top challenges. In addition, recent research from HCI found 67% agree that low employee engagement is a concern for their companies.

Managers play an important role in determining the level of employee engagement in their employees. Only 30% of the U.S. workforce is engaged and managers account for 70% of the variance in engagement scores. Using coaching skills in their interactions with subordinates is one way for managers to improve engagement. Managers who focus on employees’ strengths and help them set goals have more engaged employees.

With this research conducted in partnership between HCI and ICF, we explore the prevalence of coaching cultures in today’s organizations and determine if increased employee engagement is an outcome of building strong coaching cultures.

Webcast Highlights:

• How to turn employees into brand ambassadors to tell ideal-fit job seekers why your company is a great place to work
• The art of responding to company reviews (good and bad) on your Glassdoor profile to build trust with job candidates and employees alike
• Why asking interview candidates for feedback on their experience can improve your hiring process
• How to weave company core values, mission and culture into all your messaging

Have you heard that 69% of Americans would nix a job offer—even if they were out of work—with a company with a negative reputation?

These days, with so much competition for superstar talent, a great employer brand counts big time. But upgrading yours doesn’t need to break your HR or recruiting budget. In fact, leaning on employees to share your company story, treating job candidates like valued customers and adding the “employer perspective” to company reviews on social channels and Glassdoor pretty much costs zilch—just time, effort and a little C-Level blessing.

Webcast Highlights:

• Why it is a good thing that Millennials have surpassed Gen Xers as the largest generation in the U.S. workforce
• How Millennials will be more productive in less time than any previous generation
• How to unlock the power of the Millennial employee with mobile performance support

The Millennial wave is not coming—it’s already here. According to a recent Pew study, Millennials have surpassed Gen Xers as the largest generation in the U.S. workforce.
While this statistic might strike fear in the hearts of some employers, the forward-thinking ones know that this is a good thing. Why? Because Millennials have the necessary skills and disposition to thrive in today’s fast-paced market, where information changes quickly and often. In fact, when paired with the right performance support strategies on mobile, Millennials will be more productive in less time than any previous generation. Learn how to unlock the power of the Millennial employee with mobile performance support.

Webcast Highlights:

• The short and long term ramifications of losing top talent
• The 5 attributes that top employees want in the workplace and the role each plays in strengthening their commitment and enthusiasm.  
• 7 things you can do now to protect yourself and your employees from competitive poaching
• How a social recognition strategy can help you address the issue immediately and over time

Recent research suggests that while top talent is engaged in what they do, they may not necessarily be committed to who they do it for. Many “A players” believe that their hard work has not been appreciated by their employers and as a result, they are ripe for the taking.

At the same time rival companies are looking to fill millions of open positions.  While they would never admit to having a poaching strategy in place, they are indeed actively targeting your best talent.

So how can you protect yourself (and your employees) from competitive poaching and at the same time recapture their loyalty?

Webcast Highlights:

• Business acumen and its connection to being a competent, successful salesperson in today’s ever changing marketplace
• How business acumen arms salespeople with the ability to understand the drivers behind their customers business, allowing intellectual connections to be made between these drivers and their products and services
• How to develop Business Acumen across the lifecycle of a sales professional, from onboarding through sales team management

This webcast will discuss the importance business acumen plays in the world of selling.

Webcast Highlights:

• How keeping close tabs on learning at your organization is a key differentiator for attracting, engaging and retaining top talent
• Where to turn to incorporate new technologies and practices once that identity has been forged

You might ask yourself a number of key questions about the way you are delivering learning at your organization. Perhaps you’ve thought to yourself; “Is our vision of learning and development in step with current trends? How do we catch the wave of change in a way that we minimize the risk of being overwhelmed by too much too soon or by being left behind how, if, and when do we incorporate new learning technologies and methods?”

Self-examinations such as this reflect the massive changes in enterprise learning and development which have been driven by the rapid pace of new technology implementation and aided by the influx of millennials into the workplace. 

Aside from keeping up with the pace of change there is one ultimate reason to keep close tabs on learning at your organization. It’s a key differentiator for attracting, engaging and retaining top talent.

So not only does your organization need to get a fundamental handle on the learning and development vision – but you need to know where to turn to incorporate new technologies and practices once that identity has been forged.

Attend this webcast to run through some scenarios that can help you turn your L&D vision into a well-oiled engine that propels the organization toward a future of continuous and targeted employee development within a culture of learning and high-performance.

Webcast Highlights:

• How the talent management philosophy is completely integrated with the business model for Southwest Airlines
• How this has created a culture of undeniable high engagement, performance and productivity

In an environment such as Southwest Airlines where employee engagement is inextricably linked to customer experience a central driver for sustained success is the presence of clearly articulated and well-defined expectations for their employees. 

Beyond the imprinting of organizational values on the employee brand are the core elements necessary to meet the expectations set by leadership.  The competencies and behaviors become the key to a roadmap for employee development, team dynamics and performance management.

This webcast will illustrate how the talent management philosophy is completely integrated with the business model for Southwest Airlines thereby creating a culture of undeniable high engagement, performance and productivity.

Webcast Highlights:

• 10 reasons why conventional performance management processes are counterproductive
• The factors reshaping organizations today and the implications for performance management
• The 4 key elements influencing performance management today

Today’s organizations move more quickly than ever and require collaboration to get things done. While Millennials may be clamoring for more feedback, the fast pace of work requires more frequent check-ins as goals shift with changing business needs. It is time to evolve traditional performance management practices to support contemporary business challenges.  This webcast will focus on how business has evolved in the past decade, making traditional performance management approaches ineffective for today’s organizations.

Webcast Highlights:

• How to amplify your company’s message and employer brand across multiple social media channels.
• The value of responding to company reviews, accentuating the positive and authentically answering the negative.
• Ways to market your company to both active and passive job seekers, Millennials and candidates on mobile.

What's strengthening or weakening your employer brand? Job seekers are looking at the opinions of current and former employees posting on social media, internal company wikis and sites like Glassdoor. In fact, studies show 96% of job seekers are likely to read your company reviews before accepting a job offer.

That makes it imperative for community managers, employment brand managers and talent acquisition leaders to curate and leverage those employee perspectives to attract candidates who want to know “what it’s really like to work” at your organization.

Join us for “Recruitment Marketing 101: Thinking Like a Marketer to Promote Your Employer Brand,” where we’ll explore how global healthcare insurance company Cigna upgraded its employer branding and social media marketing strategies to help candidates develop a strong interest in its organization.

Webcast Highlights:

• How to measure, control, and reduce the three biggest wastes in your recruitment process
• Specific, actionable ideas you can put to work today
• How this can lead to reducing costs while increasing quality and speed

LEAN theory identifies seven types of waste potentially present in any process.  In this webcast you'll learn how to measure, control, and reduce the three biggest wastes in your recruitment process, including specific, actionable ideas you can put to work today. Participants will learn how to identify and manage three of the biggest wastes in the recruiting process, leading to reducing costs while increasing quality and speed.