Now that the dust has firmly settled on the UK election, it seems to be an appropriate time to examine in some depth, the new government’s commitment to 3 million Apprenticeships during the lifetime of the parliament.
"3 million Apprenticeships” makes a great soundbite but there is a huge difference between a Twitter-friendly phrase and an achievable strategic goal. Whilst it is admirable that the government would appear to be positioning Apprenticeships as a flagship policy, we now need to understand exactly what they plan to do to achieve this target whilst at the same time addressing some of the many problems of the present Apprenticeship programme.
From a manager’s perspective, a new hire can’t come up to speed fast enough. Balancing the newcomer’s need to learn the ropes and your desire to have her quickly produce is a challenge for any time-strapped boss. What’s the best way to bring your new employee on board? Who do you enlist in the training? And how long should you expect it to take?
The 70:20:10 model is being used by an increasing number of organisations across the globe. Many find it resonates with their experiences and their desire to extend the focus on learning beyond the classroom. Others are finding it useful as a model or framework to help build more resilient people development strategies and to help create cultures of continuous learning.
The fact that almost every employee in every organisation has a smartphone or a tablet - and is accustomed to gaining instant access to information - has created a huge opportunity to provide digital learning and just-in-time performance support. In many organisations, there’s a tremendous appetite to access learning on-demand, anytime and anywhere. But according to recent research from the CIPD, 64 per cent of L&D professionals don’t have the capabilities to support learners online. If you can’t provide the right content in the format that people want to receive, you risk alienating your learners. Worse, you risk making your entire L&D department irrelevant.
Viewing training as an investment seems to be the exception rather than the rule. Given this and the fact that UK businesses alone are estimated to spend over £50 billion a year on training, it is no wonder that management is so ready to ditch it. It could not be otherwise. That is why the time has come to measure and increase the ROT.
The term blended learning was only created in the late 90s, despite the concept being present since the commencement of instructional design. The growing accessibility of digital learning and the continued need for a human component to learning has led to the development of a blended learning approach within all learning environments including schools, universities and organisations. Blended learning is a phrase currently being used to describe the way digital learning is being amalgamated with traditional classroom approaches with the inclusion of independent learning
Flourishing is a combination of feeling good and functioning well. Walking promotes both. It lifts the mood and enables creative thinking and problem-solving. I’ll leave the final word to Danish philosopher Soren Kierkegaard.
“Everyday, I walk myself into a state of well-being & walk away from every illness. I have walked myself into my best thoughts, and I know of no thought so burdensome that one cannot walk away from it. But by sitting still, & the more one sits still, the closer one comes to feeling ill. Thus if one just keeps on walking, everything will be all right.” ~ Soren Kierkegaard
The world’s largest urban walking festival is taking place in Bristol, the European Green Capital, until the 31st May. I am taking part in a walk for well-being on Sunday 17th May. You are welcome to join us in the West Country, UK or maybe organize your own walk for well-being.
Is employee engagement worth it? It’s a simple enough question and the answer is unquestionably yes! We could stop there and make this one of the shortest articles ever to grace the pages of Training Zone but for those who may have concerns that employee engagement is a fluffy nice to have rather than a business imperative, perhaps we better expand a little
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.
It's that time of the week to further our understanding of educational technology by learning the industry's 'jargon.' Let's add another term to our edtech vocab, and for this week, it's Adaptive Learning.
Intelligence, or a person’s cognitive ability to understand and deal with complex problems in a rational and purposeful way, is undoubtedly a huge asset in the workplace, and is crucial in dealing effectively with work demands and challenges.
According to research by my colleague Fawn Fitter, HR has managed to edge its way into the C-suite in some companies, with mixed results. In some cases, the invitation is disingenuous and the CHRO gets to sit there and listen while everyone else makes the real decisions. In other cases, the top HR executives simply don’t have the necessary business chops to add much to the discussion.
This has got to change. In a recent interview with Fawn, Karie Wilyerd, Vice President of Enablement of Learning, SAP Education, and User Adoption for SAP, cited five strategic areas where HR must manage coming changes:
Jackie GERSTEIN: I absolutely love planning lessons from scratch. I just got a job teaching technology units for a summer camp for elementary age students. I can design and teach whatever I want – planning for a different theme each week. Some of the themes I am planning are: Expanding and Showing Your Personal Interests Through Blogging, Photos, and Videos; Coding and Creating Online Games; Tinkering and Making – Simple Robotics; Hacking Your Notebook; and Creating Online Comics, Newspapers, and Magazines. I have begun the process of planning these classes through reflecting on what the lessons will look like.
Ruth Stuart shares findings from recently published CIPD research, in partnership with Towards Maturity, outlining how L&D roles and skills are evolving and the ways in which practitioners can ensure they’re not left behind
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.
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