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8
Dated: 06-25-2014
Talent development and skill enhancement through application is not an easy feat in spite of the actions of well-intentioned employers and dedicated funding. This starts when employers happily send employees off to training without thinking through the barriers to application when they return. They simply don’t know how to support the application of the newly acquired knowledge and skills. Clearly this is waste of the initial investment and results in employers being jaded about budgeting for further training without an obvious return on the investment (ROI). So what stops people from applying what they learn and how can we correct that situation? Perhaps we can learn something from our past.
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8
Dated: 06-12-2014
Businesses today are struggling with establishing a true identity in an ever changing global market. Whether they have revenue generating businesses outside of their domestic geography or utilize teams and resources in a virtual configuration, the bottom-line is that most are feeling the pain of becoming global. Over the past fifteen years, technology, market demand, and talent accessibility has forced many organizations to seek relationships outside of their domestic borders. This widening of their footprint has created challenges such as talent acquisition/management, infrastructure support, and general cultural intelligence.
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8
Dated: 06-26-2014
91% of organizations have a performance review process in place, according to our latest survey of HR and Learning & Development decision makers. Yet only 34% of these organizations use an online performance management system. The rest are laboring on with offline, paper-based processes. But, in doing so, they’re jeopardizing their own success.
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8
Dated: 06-17-2014
According to a recent survey by AMA Enterprise, more than half of global companies define leaders not by their position on the organization chart, but by their influence and performance. The findings indicate that organizations need to consider broadening their approach to leadership development programs, both in terms of who participates and in content.
$authorProfileLink
8
Dated: 06-11-2014
Historically, conventional expat assignments have conjured up negative attitudes about self-serving senior employees who’ve latched onto a good thing by looking to expand their resumes and experience international living. That traditional expat assignment is coming under attack amid growing pressures to control business costs, increase productivity and manage personnel.
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8
Dated: 05-17-2015
The Society of Human Resource Management defines Performance Management as “the process of maintaining or improving employee job performance through the use of performance assessment tools, coaching, and counseling as well as providing continuous feedback. Organizations are interested in performance management systems because individual contribution drives business results that accomplish the goals of the organization. The performance management process provides an opportunity for the employee and the performance manager to discuss development goals and jointly create a plan for achieving those goals. Development plans and individual actions then contribute to organizational goals and the professional growth of the employee.”
$authorProfileLink
8
Dated: 08-01-2014
New managers enable growth but endanger performance!
In early 2013, e-commerce dynamo Groupon (NASDAQ: GRPN) found itself face-to-face with a daunting challenge: its frontline managers — many of whom were in their very first management roles — were struggling. It’s a common challenge among fast-growing tech companies, and Groupon’s growth wasn’t just fast. It was astronomical. In less than four years, the company had gone from a small startup to a global powerhouse with more than 11,000 employees in 47 countries.
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8
Dated: 08-01-2014
It is often said that people are an organization’s greatest asset. It’s a nice idea, but only partly true. A more accurate statement comes from Jim Collins, author of Good to Great: Why Some Companies Make the Lead and Others Don’t. He said that people are not your greatest asset; the right people are.
$authorProfileLink
8
Dated: 06-23-2014
Managers do employees a disservice when they don’t directly and specifically address individual behaviors that impact other individuals or a team. Let’s see how to turn that around!
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8
Dated: 06-26-2014
Why would someone returning home experience culture shock? This question is commonly asked by managers and executives when told by an employee returning from a short- or long-term international assignment. “It’s just jet lag, you’ll be fine. After all, it’s your home! What could have possibly changed?” The short answer: EVERYTHING.
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