A 2013 University of Phoenix survey revealed that nearly 7 in 10 American workers have served on dysfunctional teams. Though 95% reported that teams serve an important function in organizations, less than 24% of respondents prefer to work on teams.
Further details reveal common issues in teams:
40% have witnessed a verbal confrontation 15% have seen confrontations turn physical 40% reported a team member blaming another member for problems 32% observed a team member start a rumor about another member Sadly, left to ourselves, we humans don’t always behave well with others. We often give into the temptation to leverage information and power to benefit ourselves, which creates an “I win, you lose” culture.
Organisations are no longer like they were 50 years ago; people are constantly moving around in their careers, and this is set to continue. So whereas training was originally done to people at a time when it was about training people to do a job for life, it is increasingly clear that conventional training practices and approaches are now outdated. Individuals mostly want to learn what they need for their job, as and when they need it – and L&D can’t possibly provide everything everyone needs. What is more people learn in many different ways – not just through organised L&D activities – but everyday, inside and outside the workplace.
When I began working in learning and development many years ago, we didn’t call it learning and development, we called it training. But the word training became unfashionable – it suggested something directive, something given, rather than received. Over time, Training Managers became Learning and Development Managers.
But did anything really change? I’ve been wondering today, if there’s not so much misunderstanding about the word learning, that we should stop using that too.
According to recent writings from Deloitte, organisations and researchers alike are finding that the traditional model of the annual employee engagement survey just isn’t providing actionable insight anymore.
As companies try to adapt to a faster moving workforce that has become more competitive than ever to recruit and retain talent, companies are moving towards frequent measurement of engagement to get insight into their workforce on a consistent basis and react accordingly to positively impact employee engagement.
A digital shake-up is sweeping through the workplace, changing decades-old ways of working. This isn’t just an issue isolated to the IT department; digital transformation will change every part of your business.
While this is a period of uncertainty for many, it is also a huge opportunity for the HR department. That’s because among others things, enterprises need their HR teams to manage the task of training employees so that they have the digital skills to remain relevant and productive in the workplace of the future.
Employees with mental health conditions still experience discrimination in the workplace, according to a recent Our Mental Health At Work commissioned by Business in the Community (BITC). It found that 9 per cent of employees who experienced symptoms of poor mental health experienced disciplinary action, up to and including dismissal.
The Center for Disease Control found that 66 percent of American workers say they lie awake at night troubled by the physical or emotional effects of stress, and stress has been linked to many health problems, including obesity and heart disease—especially among low-income Americans. Stress not only affects us, but it can impact those around us, too, especially our children. Not all stress is bad, of course. Stress can also be invigorating or lead us to care about the welfare of others, if channeled in the right way. Nor is it always avoidable—many of us have lives with stressors beyond our personal control. But, psychologists have identified key variable that determine whether stress ultimately affects us positively or negatively: Our perception of stress The meaning we attach to it Our ability to cope with uncertainty and ambiguity The degree of control we have over the circumstances that produce the stress In my experience, many people don’t recognize the role that their own perceptions, fueled by biases, play in exacerbating stress. By becoming more aware of our biases in perception, we can learn to focus on the truthful assessment of situations we encounter without distorting reality, thereby remaining calm, energetic, creative, and resilient when faced with highly stressful situations.
Do your employees look forward to online training courses? Or would they rather book an appointment for a root canal? Online training doesn't have to be dread-worthy. But you have to know where your corporate learners' motivations lie. This allows you to create online training experiences that are custom tailored to their needs. Here are the top 7 things that engage and inspire corporate learners to perform at their peak in online training.
"If you were an employee on Henry Ford’s assembly line in Detroit in the 1920s, you received a high degree of training and preparation before you ever set foot in the factory. You learned what your role was, and were given all the tools you needed to accomplish your job from Day One. From then on, your role never changed—you did your part to move a product forward along the assembly line, from the day you began until the day you retired, 40 or 50 years later. Since those days, the business world has transformed .. but the workforce training process hasn’t kept up with the pace of change.”
Workplace expectations have changed drastically in recent years. Quite rightly, employees are increasingly looking for a working environment where they can not only thrive, but also be themselves. And businesses are starting to take heed. That’s because businesses should know that supporting their people in all of their endeavours, helping them to be true to themselves and fulfil their ambitions, is vital if they want to ensure their workforce is both happier and ultimately more productive.
"Although the social learning phenomenon is catching up, many in the learning sphere are not sure of its impact owing to misconceptions around it and lack of data to showcase its impact. This article outlines how you can use social learning effectively to engage your learners."
Over the last 10 years there’s been an epic shift in talent management strategies.
The silo view of each HR core function (i.e. workforce planning, learning and development, recruiting and hiring etc.) is slowly disappearing to be replaced by a holistic, integrated set of HR and talent management systems. But why?
Companies worldwide are fighting against a growing number of challenges - skill shortages, increased competition, changes in demographics/external labour market, under-utilisation of expertise of existing workforce, lower engagement. It must therefore be all about your employees – how you plan, manage and unify the talent that’s available to you and which you plan to acquire.
“The trouble with us is that we’ve got no corporate memory.”
I’ve heard this statement in various forms from a variety of different people I’ve worked with over the years. The starkest version came from a senior officer in a police force. He was referring to the fact that his organization kept trying new improvement initiatives, which would never fully achieve their potential. The projects made mistakes, progress stalled and the initiative would ultimately fade away into insignificance. Then, after a few years, something similar would be instigated, with no attempt to first understand why things didn’t work previously and put mechanisms in place to prevent them happening again.
Establishing an employee training program is one thing. Actually getting your employees to buy in and give it their best effort is another. If you want to maximize the value of your training program, then you must find ways to motivate your employees to succeed.
What will it really take to get your employees to invest in your training program? This can be a tricky challenge, but once you're able to zero in on what makes them tick, you'll find that your training programs are exponentially more effective.
Here are a few suggestions to get your wheels turning.
You’ve heard of exit interviews, conducted before an employee leaves an organization.
If you aren’t as familiar with stay interviews, it’s time for that to change. Stay interviews help managers learn how to keep their employees happy. Ultimately, they can facilitate a more harmonious and productive work environment, while reducing employee turnover rates.
So what exactly is a stay interview? A stay interview is simply where a manager and an employee sit down to discuss what the employee does and doesn’t like about their position and work.
Among the various core ingredients of talent and career success, few personal qualities have received more attention in the past decade than emotional intelligence (EQ), the ability to identify and manage your own and others’ emotions. Importantly, unlike most of the competencies that make it into the HR zeitgeist of buzzwords, EQ is no fad.
In fact, thousands of academic studies have demonstrated the predictive power of scientific EQ assessments vis-à-vis job performance, leadership potential, entrepreneurship, and employability. Moreover, the importance of EQ has been highlighted beyond work-related settings, as higher scores have been associated with relationship success, mental and physical health, and happiness.
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