With age and experience comes wisdom, but all too often in the business world, hubris can come along for the ride too. Subconsciously survivorship and confirmation biases are at work; good decisions are reinforced, and poor ones fall out of the memory – which distorts their real importance. So, can these experienced executives learn something from Millennials?
According to William Buist, Founder of xTEN Club, the answer is; Yes. And the way to achieve this is through reverse mentoring.
Reverse mentoring flips the traditional mentor-protégé model on its head as younger professionals “mentor” their older colleagues. By injecting fresh ideas and a new perspective, reverse mentoring counteracts the inaccurate assumptions, inane biases and business blind spots that come from being in an industry, or a role, for too long.
Do your employees look like they’re super excited every day they come into the office? Or do they look like they’re at the end of their ropes?
If you suspect your employees could be a lot happier at work, they probably could be. According to recent research from Good.Co, 70% of employees are disengaged at work — which is bad enough as it is, but even worse when you consider the financial implications. Believe it or not, altogether, these disengaged employees cost U.S. businesses $550 billion each year.
To gain a competitive edge, organizations are going beyond traditional methods of developing their people and turning to coaching principles to bring out the best in their employees. According to research by CIPD, 51 percent of companies now consider coaching crucial to their strategy. Over 70 percent of organizations say they benefit from improved work performance, relationships, and more effective communication skills, and 86 percent report they have more than recouped their investment in coaching (ICF).
Companies are always looking for new ways to encourage employees to stay motivated on the job. Unfortunately, this motivation usually comes in the form of new rules or reporting procedures that ultimately feel like additional hoops to jump through to complete the same amount of work.
Few companies think critically about what their employees need to perform better at work. The idea of promoting employee health never enters the picture. However, making health a company priority can be a monumental means of boosting productivity and increasing employee morale and relationships.
If HR leaders are to be effective in their roles they have to be clear in their understanding of how people and HR are tightly integrated with the rest of the business in the same way as any other executive leading another function has to understand the same about his or function.
Although intuitively obvious, most executives do not think about the whole business, at least certainly not until they reach senior executive positions like the function’s lead, the MEC or board. The simple fact is that there is no incentive to do otherwise. Most executives are interested only in winning the war for resources for their function. They think less about the differential impact of those resources were they to be placed elsewhere, and much more about what it would look like for their career if they were not successful in ‘winning’ the war for resources.
The challenge of mobile learning isn’t about getting learning content onto mobile devices. It’s about getting that content to employees where they are and capitalizing on their digital content consumption habits. Mobile content consumption is more about finding things out and preparing to perform than about learning. Here are some insights into executing mobile learning strategy at scale.
The ageing workforce constitutes one of the most influential contemporary labour market trends. Falling birth rates and increasing lifespans mean that fewer younger workers are entering the labour market and older worker numbers are growing.
Older workers are aged between 50 and State Pension Age (SPA), although this definition is broadening as, with the removal of the Default Retirement Age in 2011, many people are increasingly working beyond SPA and into their 70s or 80s.
For some this is a positive choice, for others it is driven by financial necessity. Whichever, older workers will increasingly feature in the labour market: by 2020, they will comprise around a third of the workforce and this proportion will increase steadily in subsequent decades.
The number of people from different generations working together is at an unprecedented level - and some millennials are overtaking their Gen X colleagues on the career ladder. Rachel Kay has some suggestions on how to manage them most effectively
Mental health issues are one of the largest causes of workplace absence – and not recognising the signs can cause them to get worse. Dr Mark Winwood, Director of Psychological Services, AXA PPP healthcare, asks how organisations can prepare their managers to spot stress – and what to do next
Are You Prepared For The Future Of Social Learning?
by Krish Kupathil, Mobiliya
R = e –t/s where R is retention, T is time and S is strength. A formula detailing a chemical reaction, or the new math behind a social media outreach strategy? Actually, an expression of the ability to remember, discovered by the German psychologist Herman Ebbinghaus. Known as the famous Forgetting Curve, it hypothesized the decline of memory retention over time. In fact we now know that 50 percent of formal learning is forgotten within the first hour.
With this statistic in mind, it is surprising that our formal education system –our schools, colleges and universities— has primarily relied on conventional learning methods to deliver information. Until even a few decades ago, schools, colleges and even professional organizations saw learning happening through structured modules, courses and programs delivered by the ‘head’ of the class, typically a teacher or trainer, to a group of passive listeners.
With the Internet exploding with information resources and tools for learning, teachers can be facilitators of information with a greater emphasis on explanation and critical thinking as opposed to the dissemination source. Formal learning systems have in some cases been slower to adopt this model, rightfully concerned with accuracy of material and consistency; yet with ever increasing numbers of individuals accessing information in learning environments, the necessity of these formal systems to adopt technological change is very clear."
Have you ever been prompted by your employer to fill out an employee survey? Been emailed a reminder? Maybe spoken to in a meeting about completing it? Then, when the results come in, you recognize that there is no real meaning to any of the data?
When I worked in the corporate world, employee engagement surveys were a “hot item”, flaunted by Human Resources. These surveys were not only the “in thing”, they were considered the gold standard in gauging employees’ engagement, or lack thereof, within the organization.
HR used high scores, irrespective of how they were obtained, as a triumph for their policies. More importantly, the global companies that administer the surveys and provide results were considered industry leaders in these areas.
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