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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 focuses on the importance of diversity in leadership performance and paradigms. Diversity can be viewed in a multitude of contexts, including country affiliation ethnicity, personal history, life experiences, economic growth conditions and social conditions. Meanwhile, the addition of context and language creates a kaleidoscope of humanity with specific needs and motivational approaches that require deep critical thinking from organizational leaders. While it is essential to share knowledge, it is equally important to encourage open discussion in diverse groups, wherein leaders need to be skilled in encouraging conversation rather than debate.

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 reports on various failures on the use of Six Sigma. According to Praveen Gupta, a noted author on methodology and master in Six Sigma black belt, nearly 60% of all corporate Six Sigma initiatives fail to yield desired results. It notes that since Jack Welch, former General Electric CEO popularized Six Sigma in 1990s, it has profoundly impacted the corporate world. It also state that the global electronic supplier 3M struggled with Six Sigma. In addition, experiences in the field indicated that most managers come up short in their approach to the behavioral elements of change, but, it inferred that implementing the Six Sigma methodology can still be very effective approach.

Reports on the importance of proper systems to help companies deal with staff absenteeism in Australia. Role of department managers and human resources department in finding ways to manage the increase in absenteeism; Need for managers to possess the skills to manage the policy governing staff absenteeism; Factors driving employees to be absent.

The article offers information on the workforce analysis created by industrial companies to solve retirement attrition problem. It states that one of the challenges faced by industrial managers is ensuring that they continue to have workforce who are knowledgeable and skilled in their respective line of works. The prevalence of retirees is believed to have caused organizational risk and direct threat to operation. In order to solve retirement attrition problem, companies have formulated a workforce analysis which also aims to separate existing skills of an organization and evaluating the depth of knowledge within it. The strategic and tactical tools of workforce analysis offers ideas on the strength and weaknesses of a workforce, the trends in attrition as well as its impact.

The article discusses the impact of flexible working schedules as well as the adjustments that management must make when implementing a flexible work plan. According to the author, working flexibility demands that employees initiate a successful working policy and use technology for communications and reporting no matter how far away they are located. Likewise, the author states that new procedures have to be introduced by the management for supervising the workforce on a flex-time plan.

The article presents a letter from the editor of "Communication World" concerning the March 2007 issue. The author discusses her experiences working at a business where the manager attempted to foster fear within his employees as a method of instilling respect. The problem with this strategy is that it creates an unhealthy culture that focuses on public humiliation, the minimization of triumphs, and the scrutinization of mistakes. What the leader should have actually created was trust among the employees, which is the only path to real respect.