Anyone who has ever planned a workshop will tell you that it's a big job. And planning a good one? Well, that takes organization, focus, and a lot of creativity. So how do you prepare for a workshop that will be not only relevant and productive, but memorable?
HR people often think they do the 'right thing' but thinking and feeling is not enough – we need doing
There’s a saying that goes: 'people will forget what you said, forget what you did, but never forget how you made them feel'. This has never been truer than with LGBT+ (Lesbian, Gay, Bi, Trans and other (+) people of sexual orientations and identities) employees.
Performance management development is the bread and butter of many an L&D team. When it comes to looking at managing underperformance, it can be a challenge to make it stick.
L&D professionals are well-versed in the conversation with businesses about the need for follow up after a training intervention. When tackling underperformance, however - even with a good structure of follow up in place - the training needs certain features to overcome the hurdles and ensure it makes a difference.
These barriers manifest in a number of ways, such as managers claiming that the company’s procedures are ‘complex’ or ‘take too long’; or examples of underperformance never reaching the formal stage of the procedure. Instead, they are swept under the carpet or worked around.
The barriers to ‘sticky’ training relate to three main issues that arise time and time again:
Think of microlearning as the delivery of bite-sized training or performance support nuggets ("micro-assets"), but don't stop there with the definition.
Microlearning is more than chunked content served from a Learning Management System (LMS). It sees content delivered in short bursts, typically 1-5 minutes in duration, but in a way that adapts continuously to an individual's training needs based on their current level of knowledge in a given subject domain.
Savvy HR leaders know that high-functioning teams are the engines of performance in organizations. Yet teams that are able to truly accelerate their performance and maintain it are rare; most teams are bedeviled by challenges that include competing agendas, distorted decision making, and a lack of focus. Indeed, our new research finds that only 13% of the 3,000 teams we studied were classified as top performers (accelerating). Fully 27% were lagging or outright derailing.
How then can HR executives ensure their organizations get more from their teams? Start by avoiding the factors that our research finds hamper a team’s ability to accelerate performance, which we define as reducing the time to value by building and changing momentum more quickly than competitors.
When our personality doesn't fit our role, everyone loses. We'll likely be unhappy because we feel that we don't "fit in," while the organization risks increased absenteeism, high team turnover , low productivity, and loss of investment in training if we choose to leave.
The Big Five Personality Traits model can help to address these issues. It's a test that can be used to measure a person's most important personality characteristics, and help him to understand which roles suit him best. Recruiters can also use it to find people who have the personality, as well as the skills, to fit the roles that they are hiring for.
Growth has many wonderful consequences – more opportunity, more reach, more influence, more volume, and more! The truth is, there are also more challenges with a rapidly growing enterprise. The systems, methods, processes and even the structure of a simpler day can falter under growth. These are good problems to have, but they are problems nonetheless. Sometimes people lose role clarity.
Our organization is fortunate to experience growth during this season. We have enjoyed the benefits I described above, and we are learning to respond to the challenges. In a recent meeting, I was confronted by an employee who was thinking about one of the unintended challenges of growth.
Having moved several times within the organization over the last few years, he was looking for something he could sink his teeth into. As we talked, it was clear he was seeking role clarity. My advice was straightforward:
Of all the emerging technologies, blockchain is the least exciting as a technology, but potentially the most impactful on society. Blockchain doesn’t converse with you, it won’t 3D print your house or cut out your kidney stones with precision while the surgeon has a cup of tea. In terms of technology, it is about as exciting as relational databases.
When you think of blockchain, you might think of Bitcoin. Bitcoin is a cryptocurrency that requires a maths degree to buy and ownership of a laptop that never crashes. Yet Bitcoin is just one of many different cryptocurrencies that uses blockchain as its core technology. And blockchain technology is also being used outside of financial services.
What Is Blockchain and what is it’s value?
Simply put, a blockchain is a decentralised database shared among a network of computers, all of which must approve an exchange before it can be recorded. Typically if we want to send someone some money, we would need a third party, like a bank to verify the exchange. The advantage of blockchain is that it stores an indelible ledger of all previous transactions in a string of ‘blocks’, meaning we know who owns what and who can send what to whom.
Individuals and organisations can use blockchain to:
Exchange digital assets without friction – a central ledger is no longer required which is why there is so much excitement in financial services. Transactions between people can happen nearly instantly without any third party. Execute smart contracts – documents can be stored electronically, and be verified as authentic. So we have unbreakable contracts. Store digital records – you can have an electronic ID and all sorts of information associated with it, your verified electronic profile.
Everybody knows that excessive turnover can be quite expensive. For that reason, smart organizations are always looking to increase their employee retention stats. One of the easiest ways to do that is by creating the best employee onboarding program you possibly can. Here are 10 steps to successful onboarding courtesy of the Mindflash team.
One of the hardest lessons to learn growing up is how to share – how to share your toys, your candy, and maybe your room with a sibling. As a child, it’s difficult to get past the thought “but, it’s MINE!”
We hang on tightly to what is “ours, ” and if goaded into sharing, we attempt to dictate how we share.
"You can play with the toy for 5 minutes ONLY.”
Sharing is made a bit easier for children when there is a perceived advantage to them.
“You can play with my toy if I can play with yours.”
It’s no wonder, then, that organizations tend to have a very similar approach to sharing, especially before the turn of the century. Organizations kept what was perceived as “theirs” under lockdown and threw away the key, discouraging sharing outside of the organization unless there was an advantage.
Many businesses still shut down the notion of knowledge sharing because they think of it as giving competitors their deepest, darkest secrets. In many ways, this is understandable; organizations have every right to protect their trade.
The likes of Accenture and Deloitte are ditching the annual appraisal process in favour of new, shiny performance management and review systems. This happens every so often, and we all know the story: everyone hates appraisals; HR gets all the blame; it’s a bureaucratic nightmare; no-one’s performance actually improves.
But what is the alternative?
Try introducing or defending any appraisals system and one is faced by an army of objectors:passive-aggressive snipers and the openly hostile who try (often successfully) to derail the process.
As Hector drives to work through downtown Portland, Oregon, his thoughts turn to the training workshop he is due to deliver that day and, in particular, to the attitudes of the people who'll be attending.
Hector is a manager at an engineering firm that recently bought its main rival in the city.
While the deal looks great on paper, in reality merging the two workforces is challenging. There have been layoffs, and consequently there is a "them and us" mentality that impacts people's engagement and enthusiasm for his learning sessions about team bonding.
To understand what his people really think about taking part in the workshop, he decides to use a training and facilitation tool called the "4Ps." This categorizes them as Participant, Passenger, Protester, or Prisoner.
In this article, we explore what each category means, and how you can use the 4Ps to turn negative attitudes into positive ones.
The UK's productivity and skills gaps will not be filled by competing to attract only Millennials
As the UK population gets older it’s inevitable that there will be more older workers either available and wanting to work, or already in the workplace. By 2022 we can expect to see a natural increase of 400,000 older people (those aged over 50) in work.
One of the most critical competitive advantages for any organization is the skill level at which their people have important conversations. Interpersonal interactions, whether customer-facing, coaching, diversity & inclusion or leadership, can positively or negatively affect an organization more than a marketing campaign, a recognizable logo, a great product, or a good price.
Business leaders look to L&D to deliver this competitive advantage across the organization with the expectation of a greater return on their investment every year.
We are about to witness a fundamental shift in the way L&D organizations deliver on this mandate. To be an expert at an interpersonal skill, whether internal or client-facing, knowledge of the process is only half of the equation.
Converting knowledge into a skill, or crossing the ‘know – do’ gap will be the new strategic objective for leadership and L&D.
Human life is about more than work and productivity. The value of a human life is not measured by that person’s demand in the workforce. I believe that we are wise to reinforce and celebrate this message. We can also strive to create deeply human and compassionate communities where people learn and connect.
70:20:10 appears to be the new gold standard for Learning and Development. However, it is creating its own jargon in which services are referred to as numbers: “Is this a 70 activity, a 20, or a 10+ activity?” It looks suspiciously like a code – so a key question is what is the code of 70:20:10? What do the numbers really signify? Is it a new service with business impact, or are we still stuck with the old 10 and 10+? It’s time to crack the code…
Wouldn’t life be easy if only the most talented workers in the world applied for jobs at your organization?
While you can’t guarantee that candidates with the highest talent potential will apply to work at your company, you can increase the chances they do by developing a recruiting strategy that appeals to them. With that in mind, let’s take a look at 11 things you can do to attract top talent:
In an era when change is the new constant, organisations need a flexible learning culture if they are to survive. Many learning professionals are aware of the challenge they face – but they have not developed their own practice to meet the need for responsive and adaptive training.
As organisations strive for greater flexibility, there is a pressing need to be able to deploy and redeploy staff into shifting, virtual teams all around the world. High-level language and communication skills are key to achieving this. However, a third of organisations are not developing these skills quickly enough, according to the latest annual Speexx Exchange survey findings.
There are several steps that learning and development professionals can take to build a self-directed learning culture that will underpin flexibility and adaptability in their organisation.
Sharing your scoops to your social media accounts is a must to distribute your curated content. Not only will it drive traffic and leads through your content, but it will help show your expertise with your followers.
How to integrate my topics' content to my website?
Integrating your curated content to your website or blog will allow you to increase your website visitors’ engagement, boost SEO and acquire new visitors. By redirecting your social media traffic to your website, Scoop.it will also help you generate more qualified traffic and leads from your curation work.
Distributing your curated content through a newsletter is a great way to nurture and engage your email subscribers will developing your traffic and visibility.
Creating engaging newsletters with your curated content is really easy.