Search

The article offers advice on how businesses can retain employees while training and developing leadership programs for promising workers. Topics include how to identify high-potential employees for development, how to retain promising employees while keeping other employees engaged, and how to formulate a fair performance appraisal process. Information is provided on the ways in which organizations can formulate training goals and create talent assessment programs by reviewing an employee's contribution to the business and obtaining input from coworkers.

The article offers information on how to effectively manage an organizational change in the U.S. According to the author, the cost of failure to an organization can be seen in lower productivity and morale, missed objectives, and higher employee turnover. Companies failed because an attempt to change did not succeed. Most change efforts require significant transitions on the part of a large number of people who need to not only address their individual responsibilities but also work together in teams. The leaders of any change effort also need to address the concerns that people have when they are asked to change to assist them in making transitions.

The article discusses the significance of an effective communication skill during organizational change in the U.S. Accordingly, during times of unexpected, unwanted, and unpredictable change, emotions often run high because resistance to the different or the unknown is an omnipresent aspect of human nature. However, change can represent an opportune time for executives and employees to re-evaluate the culture or brand. When communicating a brand or culture change to employees, it would be essential to ask for suggestions on the side of the employees, while focusing on the benefits. Once the brand message has been communicated to employees, managers would then provide the tools necessary for employees to properly deliver on those brand promises.

The article presents the recommendations raised by Tony Bingham and Tony Jeary regarding the significance of connecting workplace learning and performance (WLP) work with the business opportunities in the U.S. They suggests that it would be essential for the professionals to attend any WLP conference or read any of the measurement and evaluation literature, and the conversation ultimately turns to levels. Applying the predicted value to the immediate business had shown how the WLP resources contributed to the business and opened numerous doors that were previously invisible to other WLP professionals.

The article discusses the significance of industrial survey in assessing informal learning training in the U.S. One approach in finding whether informal learning is manageable is to contemplate what a workshop on informal learning would look like. The workshop initially would be more survey than training and be less information directed and more about information gathering. Moreover, the discovery mode of dialogue should focused on determining the extent to which it is possible to not only capture the dynamics of informal learning interaction, but also to develop the managerial metrics to direct, track, and evaluate its frequency and quality.

The article focuses on the Athena Factor: Reversing the Brain Drain in Science, Engineering, and Technology (SET), a study conducted by Center for Work-Life Policy (CWLP) on training and development programs designed for female employees in the U.S. According to the survey, 52% of female employees in SET careers quit their jobs. The researchers also found a great deal of inconsistency among companies that claimed to have individual development plans for their employees. Moreover, successful corporate programs directed toward female employees aim their solutions at various stages of the employment cycle.

The article offers information on how to defuse politically charged training environments. It states that training teams are positioned to be a scapegoat in politically-laden environments. Relative to this, it is mentioned that building the right team is decisive to the success of a complex, political project, and that the project manager must identify the right personalities for the team and must also promote a strong sense of teamwork so that everyone can focus on their task. Moreover, it is posed that culture clashes within a working structure can be a significant obstacle to success.

The article focuses on the plans of Shangri-La Hotels & Resorts to extend its culture and hospitality from Asia to the Western Hemisphere. According to Eng Leong Tan, group director for human resources, employee learning and development plays an integral role in the corporation, referring to its human resource (HR) mission which enables all employees to achieve their personal and professional growth. He adds that company's approach is about conditioned and learned behavior on how they could transfer those behaviors to the Western world by encouraging their employees to deliver service with genuineness and sincerity.

The article offers various information in establishing strategic persuasion within a workplace. The authors ascribed the topic of strategic persuasion with the term "woo." The paper provides a four-part process in establishing a strategic way of communication guided by the way people and organizations actually work. Among the listed strategy includes: ideas, barriers, impressions and commitment. The section also enumerates founding principles that illustrates woo in action, including defining ideas and identifying the decision maker, and securing commitment.

The article discusses the significance of an effective management scheme on the success of the business in the U.S. According to the author, a successful management includes the challenge of training and developing employees. Much of what is wrong in a good deal of current business theory and practice is its failure to recognize that the heart of any factory is its employees. Moreover, management's training and development responsibility is to cultivate within the workplace an environment that lends itself to creativity, dreams, and collective spirit larger than the sum of its paychecks and mechanical parts.

The article focuses on the study conducted by the American Society for Training & Development on how organizations handle executive development in the U.S. According to the survey, 27% of organizations with annual revenues less than $10 million have an executive development program that is either currently active or activated on an as-needed basis. However, 88% of organizations with revenue of $10 billion or more have such a program. Also presented are the methods used by most organizations to identify and screen program participants.

The article reports on the 2008 Corporate Sustainability Employee by Fresh Marketing in Maryland. According to the study, most employees are looking for ways to put social responsibility in practice at the office. However, only one-third of their businesses are taking sustainability to the heart of the firm. It also found that 83% of companies have not incorporated corporate social responsibility performance into business metrics. Shari Aaron, chief executive officer (CEO) of Fresh Marketing, says that the disparity between employees' values and management's indifference is linked to fear associated with change.

The article offers information a study on workplace ethics in the U.S. According to the study, 23% of human resource professionals say that their organizations have comprehensive ethics and compliance program in place. Federal Sentencing of Organizations guidelines suggests a comprehensive ethics and compliance program, one that includes written standards of ethical conduct, training on ethical conduct, and a means for an employee to report ethics violations.

The article reports on the Ethics Landscape in American Business, a joint study by the Society for Human Resource Management (SHRM) and the Ethics Resource Center (ERC) on workplace ethics programs in the U.S. Evidence cites that very few companies have a strong ethics program in place. Moreover, the study found that only 23% of professionals say that their organizations have a comprehensive ethics and compliance program in place.

The article reports on the survey conducted by Robert Half Technology on the challenges of attracting and retaining information technology (IT) workers in the U.S. The study found that 22% of chief information officers believe that finding qualified IT workers is very challenging compared in 2007\. Some cited a real shortage of qualified workers. Demographic shifts and the changing demands of the technology field are also transforming the roles of IT workers.

The article offers information on several surveys conducted by Fresh marketing on corporate social responsibility in the U.S. A study found that one-third of businesses are taking sustainability to the core of the firm. In addition, 54% of employees feel confused over how environmental and social impacts are addressed or feel they are treated in silos. Most employees want more education and resources on corporate sustainability since only one in 10 feel completely prepared.

The article reports on the 2008 Employee Benefit Research Institute (EBRI) survey of recent retirees in the U.S. It suggests that 63% of employees found possible job incentives most effective in delaying their retirement. The study was based on responses from 4,981 workers in the aerospace and defense fields who retired in 2003 and were between the ages of 55 and 65 years. Moreover, 48% of retirees said that feeling truly needed for a job assignment is very effective in encouraging them to stay.

The article reports on the survey conducted by the Creative Group on advertising and marketing executives in the U.S. Megan Slabinski, executive director at the Creative Group, believes that the implications are substantial because they represent a no-win state of affairs for all involved. The respondents were asked to provide their response to an associate seeking to thwart them professionally. As a result, 70% said that a one-on-one confrontation would be the best way to handle the situation.

The article focuses on the result of a survey conducted by the Accountemps company, which shows that relaxing with friends outside of the office will boost on-the-job performance. About 57% of executives polled cite that productivity improves when co-workers are friends outside of the office, while nearly two-thirds of employees agreed. According to Max Messmer, chairman of Accountemps, supervisors can increase camaraderie by sponsoring team building events and by giving staff members the opportunity to get to know each other. Messmer adds that it is essential for employees to have the chance to build rapport with staff members.