Some managers might feel as though they’ve done their jobs as long as they’ve given their employees feedback — no matter how specific or vague — during performance reviews. But in order to build the best team possible, managers have to offer constructive feedback whenever they critique their employees’ performances.
Generally speaking, there are two different types of feedback managers can choose to share with their employees: constructive feedback and destructive feedback.
Since we now expect learning to be as simple and compelling as watching YouTube, hundreds of video-based content providers and MOOCs offer free bite-sized content for us to consume on our phones while sitting in the coffee shop or standing in the subway. But corporate learning management systems remain slow, hard to use, and difficult to maintain. They’re getting in the way of employee development instead of supporting it.
At the same time, the demand for learning is greater than ever: Bersin by Deloitte’s latest research with Glassdoor shows that learning and career opportunities are the biggest drivers of employees’ willingness to recommend their company as a great place to work for people under age 40.
One of the biggest challenges HR directors face when their business is going through significant growth is deciding how best to communicate the changes to employees in a way that ensures they feel involved and valued, without causing panic and unease.
Business growth can put HR directors in a difficult position. We’ve all been there - there is a big change that will most definitely impact the company and its employees, maybe a management restructure or a change in leadership, or even a restructure which means that employees will have to be made redundant.
How do you design blended learning that has the right balance of in-person and digital experiences? Here are 8 tips to help you analyze your training needs to start planning how to create the right blend in blended learning.
Most organisations support their employee engagement programmes with an annual employee survey - using the resulting engagement scores to measure success. While this provides the ability to track engagement over time, and potentially benchmark against competitors, there’s now a drive to gather faster, more specific and actionable feedback that delivers more value.
HR technology, once a fairly conservative area, is rapidly changing. These changes aren’t about vendors or fancy technology they are affecting people’s inner work lives, organizational culture, gamification and how we think about performance.
Hedge funds aren’t exactly known for their innovative people management practices, however there are exceptions to every rule.
In this case the exception is Bridgewater Associates: founded by Ray Dalio, the company’s guiding principle is one of “meaningful work and meaningful relationships through radical truth and radical transparency”. Bridgewater’s employees, all 1500 of them, are encouraged to be honest with each other, with widespread recording of conversations taking place to discourage people from talking behind each other’s backs.
It sounds like an interesting place to work, but can this rather extreme example of innovative company culture actually teach us something about how ‘normal’ companies should operate?
Recently, I discovered how much we overlook, not just about the world, but also about the full potential of our inner life, when our mind is cluttered. In a study published in this month’s Psychological Science, the graduate student Shira Baror and I demonstrate that the capacity for original and creative thinking is markedly stymied by stray thoughts, obsessive ruminations and other forms of “mental load.” Many psychologists assume that the mind, left to its own devices, is inclined to follow a well-worn path of familiar associations. But our findings suggest that innovative thinking, not routine ideation, is our default cognitive mode when our minds are clear.
“If you imagine less, less will be what you undoubtedly deserve,” Debbie Millman counseled in one of the best commencement speeches ever given, urging: “Do what you love, and don’t stop until you get what you love. Work as hard as you can, imagine immensities…” Far from Pollyanna platitude, this advice actually reflects what modern psychology knows about how belief systems about our own abilities and potential fuel our behavior and predict our success. Much of that understanding stems from the work of Stanford psychologist Carol Dweck, synthesized in her remarkably insightful Mindset: The New Psychology of Success (public library) — an inquiry into the power of our beliefs, both conscious and unconscious, and how changing even the simplest of them can have profound impact on nearly every aspect of our lives.
One of the most basic beliefs we carry about ourselves, Dweck found in her research, has to do with how we view and inhabit what we consider to be our personality.
"First of all I just want to say thank you for this amazing opportunity. I have learned a lot and I am still learning. The past 5 months have been life changing. By working here it has really boosted my self-confidence and gave me the courage that no matter what size I am, I can do anything. I just want to thank you for being patient with me and not getting upset when I make a mistake and for working with me step by step. I am so grateful; I love coming to work every day. Thank you for everything. XXXXXX is my 2nd home. "
The manager who shared this with me was in tears as she told me the story. This was an employee that she said “she took a chance on.” She told me that in 5 months on the job this worker has out worked and out hustled all the others on the team. Although being paid little more than minimum wage, she is thankful for her new job.
Whether employees are located just down the hall or across the country, training is a critical part of the overall development process, not just for new hires but at every point in the career lifecycle. As more companies embrace the idea of fully remote workforces, training becomes especially important as a way to achieve consistent results and reinforce the company culture.
Many of the same principles used to create training programs for onsite employees apply to remote workforces too, but offsite training typically requires a more methodical approach. Here are five highly effective practices for training remote employees:
In my post, 7 Principles to Turn Your Conference Room into a Classroom, I talked about the importance of learning how adults learn, so we might better craft true workplace learning and growth environments. There is another underlying condition to crafting such a learning environment I’d like to discuss now.
The truth is, the extent to which people in your shop learn and grow in their role doesn’t solely depend on the subject matter. It also depends on the extent to which you believe the subject matters. You have a choice whether or not to prioritize your employees’ growth.
Performance appraisals are one of the most ubiquitous, and also one of the most unpopular, protocols in workplace. In fact, several companies have recently made headlines in their attempts to go about them differently. But amid these changes, how many organizations have ever taken a close look at how performance reviews actually operate in their own workplace, over the long term?
Despite the title, Learning & Development professionals do not need to make Social Learning work in an organisation - because it already works.
Whenever somebody taps a colleague on the shoulder to ask “how do I do (X) around here” or whenever they visit, call or email a local ‘expert’ for assistance, this is Social Learning in practice.
But despite it already going on, there is a hugely impactful and exciting role for Learning & Development to activate and amplify Social Learning experiences that can potentially support every employee, every day, whilst sharing and building capability, in the direction the organisation requires to achieve its strategic goals.
In this article, I will touch upon what social learning is and the reasons why you should adopt it. I will also outline how exactly you can use it to enhance your existing learning strategy and the business gains that will accrue as a result.
Anything that promises to improve employee engagement, productivity and profitability in an organisation will naturally grab the attention of HR and business leaders.
That’s why we so often hear that wearable technology – electronic devices that can be worn on the body - is the latest must-have addition to an organisation’s HR technology toolkit.
A quick look at some of the stats and it’s not hard to see why the push towards wearables in HR is gathering force. The use of wearables in the US jumped by nearly 58% in 2015, with nearly 40 million adults using them, according to an eMarketer survey.
Hiring young people can be resource intensive with inductions, training and investment needed from the start. Very few models have come close to solving this problem. I believe there needs to be a long term approach to careers guidance and work experience – the two critical things that make starting work a smoother process.
Not all forms of Employee Recognition are created equal. In actuality, as human beings we aren’t profoundly motivated by the tangible reward or recognition itself. It’s about the meaning behind the reward. In fact, an international employee survey found that almost 60 percent of the most meaningful recognition is free. Employees are looking for meaning, not things. And that is the distinction I make about rewards and recognition programs that are “done right.” It is all too easy to drain the meaning out of employee recognition and miss the opportunity to create fulfillment and further inspire elevated contributions.
Here are five suggestions that will help you to execute employee recognition in a manner that will be meaningful, effective, and inspirational.
Learning by doing is by no means a new concept, but experiential learning theory takes it a step further by encouraging students to reflect on what they’ve done and how they’ve done it. As it turns out, this is the kind of learning behaviour today’s employers are looking for. That means it’s time for educators to take note.
I talk with a lot of people about 70:20:10, and a common theme that emerges is a strong desire to use the concept, and that is followed by the question, “but how do I implement it?”
And too often when I speak with people who are claiming to implement 70:20:10, what they are actually doing is little more than a blended veneer over what they were already doing anyway with their former approach to learning initiatives.
For many people, there is clearly a gap between wanting to use 70:20:10, and using it effectively. I think this gap arises for two primary reasons…
A misunderstanding of the concept of 70:20:10 A misunderstanding of the role of L&D in an organisation
The worst-kept secret in companies has long been the fact that the yearly ritual of evaluating (and sometimes rating and ranking) the performance of employees epitomizes the absurdities of corporate life. Managers and staff alike too often view performance management as time consuming, excessively subjective, demotivating, and ultimately unhelpful. In these cases, it does little to improve the performance of employees. It may even undermine their performance as they struggle with ratings, worry about compensation, and try to make sense of performance feedback.
These aren’t new issues, but they have become increasingly blatant as jobs in many businesses have evolved over the past 15 years. More and more positions require employees with deeper expertise, more independent judgment, and better problem-solving skills. They are shouldering ever-greater responsibilities in their interactions with customers and business partners and creating value in ways that industrial-era performance-management systems struggle to identify. Soon enough, a ritual most executives say they dislike will be so outdated that it will resemble trying to conduct modern financial transactions with carrier pigeons.
Yet nearly nine out of ten companies around the world continue not only to generate performance scores for employees but also to use them as the basis for compensation decisions.1 The problem that prevents managers’ dissatisfaction with the process from actually changing it is uncertainty over what a revamped performance-management system ought to look like. If we jettison year-end evaluations—well, then what? Will employees just lean back? Will performance drop? And how will people be paid?
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