Is this the number you are striving for in your learning strategy? According to asurvey in 2014 by Lumesse, the talent software firm, fewer than 5% of companies achieve the 70:20:10 learning mix although many more are trying to achieve it.
How challenging is your HR role? Is conflict amongst colleagues the order of the day?
Conflict management is just one of the difficult roles HR professionals take on, but the good news is that this can be reduced by engaging with emotional intelligence (EI). EI provides a powerful means of communicating effectively, building relationships and creating a positive working environment.
In many organizations, the role of human resources leaders has been to advise and counsel other business leaders.
Relationships of deep trust and open communication are built over years of working together, where the HR person and the business person both benefit: The business leader benefits from having a safe place in which to wrestle with leadership challenges and decisions, and the HR person benefits from being a valued confidante, mentor, and coach.
“Great! Wonderful training! We talked a little bit, we laughed a little bit. So, what was the training about again?
We’ve all been there. You went to an awesome training workshop, perhaps one on interpersonal skills or reaching inaccessible adult learners. You even got the big picture. But what happens when you can’t carry that big picture into the real world?
Mobile learning and BYOD were undoubtedly two of the big buzzwords of 2014. But despite the benefits we keep hearing about and the fact that many organisations have deployed mobile learning solutions, just how effective is mobile learning as a tool for performance improvement? How do people that are using it really feel about it, and what challenges has it presented?
In the UK, an average of £286 per employee per year is spent on training (CIPD, 2014). It is estimated that around a quarter of the total spend on training is spent on management training and development (O’Leonard, 2010). This equates to billions of pounds per year. This is within the context where in the UK we have a huge skills deficit, particularly within line management (ILO, 2012; Leitch, 2006) – and suggestions are that this deficit is increasing over time. So why is this huge investment in management development not reaping huge rewards in terms of management skills?
When you ask people how they want to address a learning need, they usually say they want a training course. When you ask people how they learnt the majority of the stuff they do each day, they usually say they learnt it from experience.
If you dig a little deeper and ask when in their career did they learn the most and make the biggest strides in improving their performance, most will talk about a fantastic boss or mentor who challenged and supported them, helping them leap forward to a whole new level.
Rob Catalano is leads global engagement and expansion at cloud recognition and engagement company Achievers. Rob is a Certified Recognition Professional (CRP) and a popular speaker on the HR circuit, having presented on best practices and trends in over 30 cities. His writings include a ‘wisdom of crowds’ approach leveraging his work with hundreds of organisations globally.
No matter the size of the organization, change is one of life’s constants in today’s business environment.
With all that change going on, everyone must be an expert on managing change effectively — right?
Most changes in organizations fail, due in part to employee resistance, failure to adequately prepare and miscommunication. Research shows that change initiatives are nearly twice as likely to fail as a result of organizational resistance rather than technical or operational issues.
Just one in 10 UK organisations rate their HR performance as ‘excellent’ and none believe their organisation provides ‘excellent’ development for HR. A further 66% said their HR functions lacked the capabilities needed to meet the rate of change across the organisation.
Released as part of Deloitte’s UK Human Capital Trends report, an annual survey looking at business priorities and concerns across organisations in the UK, the statistics paint a worrying picture of the perception of HR’s impact on business performance.
Bullying is a gradual wearing down process that makes individuals feel demeaned and inadequate, that they can never get anything right, and that they are hopeless, not only within their work environment, but also in their domestic life.
Learning is an investment. And like any investment, it’s crucial to measure outcomes. But because learning is often intangible and individual, measurement is complicated. It’s not like working out how much money you saved by swapping the office over to energy-saving lightbulbs—there are multiple, intertwined factors to consider. The Popular Learning Evaluation Models Infographic from Reed Learning offers a quick guide to some of the most popular methods for evaluating the impact of learning.
Following a significant reduction in budgets for training in recent years due to the recession, organisations globally are once again focusing heavily on training as a means of improving performance and increasing ROI. Training Industry reported in 2013 that corporate and Government spend for training activities in North America alone was $141.7bn. This level of investment is clear proof of the value that companies place on training as a step toward achieving their business goals.
But are organisations actually measuring the performance of their training? And if so, what steps are they taking? In 2014, qualitative research was carried out among senior corporate learning and development professionals to determine what blended learning would look like in 2015. One of the key questions the research raised was, how can training ROI be effectively measured?
Poor performance when left to fester can have a massively detrimental effect on both managers and organisations as much, if not more than the individual guilty of it. Follow Edge’s seven-point plan to help failing team members raise their game
A new report from Gallup, based on extensive polling, finds only 10% of managers have what it takes to be “a great manager.”
Deep breathe before you fire the lot or cry foul.
First, Gallup didn’t just make up these numbers. They measured the engagement levels of 27 million employees in 195 countries. In the US, only 30% of U.S. workers are fully engaged, and Gallup thinks managers are largely to blame (it says 70% of the engagement variance is down to them). It says there’s “a clear link between poor managing and a nation of ‘checked out’ employees.” Gallup insists that only 1 out of 10 managers has the innate talent to do just that: manage.
Inspire goes inside real businesses to find out how they’re treating talent. In the first in a series, Eugenio Pirri, VP People and Organisational Development at the Dorchester Collection, shares their formula for recruiting and retaining their top talent
Greater understanding of our brain’s functioning, abilities, and limitations allows us to constantly improve our teaching skills and the productivity of our study sessions and working hours (and after-work hours).
When it comes to human organs, none is quite so mysterious as the brain. For centuries, humans have had numerous misconceptions and misunderstandings about how the organ works, grows, and shapes our ability to learn and develop. While we still have a long way to go before we truly unravel all the mysteries the brain has to offer, scientists have been making some major breakthroughs that have gone a long way in explaining both how the brain functions and how we use it to organize, recall, and acquire new information.
Here, we list just a few of the biggest and most impactful of these breakthroughs that have contributed to our understanding of the science of learning.
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