Error: No such template "/CustomCode/quick_login/designAttributes/initM1"!
Error: No such template "/CustomCode/storyMod/editMeta"!
$reward_point_tracking
8
Dated: 11-11-2014
At a time when doing more with less is the mantra sung from almost every hymnbook, emphasizing coaching in the workplace might seem counterintuitive. However, the truth is that any organization with a dyed-in-the-wool coaching culture enjoys a key competitive advantage. In a coaching-rich environment, leaders show a relentless commitment to developing the next generation of workers. They ensure that younger employees not only function optimally in their current positions, but also thrive in new leadership roles as they become available. A well-coached workforce that is thoroughly prepared to embrace new career opportunities offers the organization its most certain means of sustaining business performance and enhancing success.
$authorProfileLink
8
Dated: 11-11-2014
I support a lot of individual business leaders and owners who are quickly turning their attention to their “third acts” in life. In every one of these situations – whether it’s the third-generation business leader maintaining the family’s traditions for the next generation to follow or simply the professional manager who has enabled the organization’s continued growth and success for 20+ years – they all have accomplished some amazing things surely to be proud of. Yet in every one of these situations, these individuals are not interested in closing the doors on their companies or taking them to their graves simply because they are moving on. Instead, they each have one more heroic act in them before they walk away.
$authorProfileLink
8
Dated: 10-28-2014
The importance of maintaining an engaged employee workforce for productivity and profitability no longer lends itself to debate. Engagement’s value is considered an axiom for every company that prizes committed employees for what they bring to the organization. Equally valued and the object of considerable focus by human resources departments are retention rates. High percentages that reveal constant turnover are anathema to HR because they reflect poorly on the organization in general and HR in particular. Accordingly, when it comes to the dual topics of retention and engagement, it’s worth paying particular attention to high performers who should be the first priority for engagement and retention.
$authorProfileLink
8
Dated: 11-10-2014
A large US-based company launched an employee-training program where at the end the participants had to play a game to apply their new learned knowledge. As the managers went through that game they expressed how much they liked this gaming element. They also started to ask HR on how to use games in other areas as well. This was the moment when those HR leaders reached out to me asking for gamification. They were committed to doing gamification, but they were not sure whether this was just a fad that everyone had to follow now for the next three to four years.
$authorProfileLink
8
Dated: 11-11-2014
People often use the terms “leadership development” and “management training” interchangeably. However, the needs of a new or junior manager are vastly different from those of an experienced manager being groomed for leadership. For that reason, it’s essential to recognize the value of new manager training. Cultivating the skills of new managers benefits every level of an organization.
$authorProfileLink
8
Dated: 05-20-2015
America’s economic competitiveness depends on the career and job readiness of its talent. What are organizations doing to address the complex issues of hiring the right people and aligning talent with the needs of the organization? Kim Clark Pakstys, Managing Partner SOS Advisors, discusses critical trends and issues impacting successful talent practices with William Leisy (Principal, Ernst and Young Global Human Capital Practice and Talent & Reward Leader) and Elizabeth Varghese (Principal and the American’s Practice Leader for HR Performance and Improve¬ment, Ernst & Young). They provide an overview of how some of our fastest growing and most successful businesses are approaching the problem of hiring and retaining in today’s economy.
$authorProfileLink
8
Dated: 11-11-2014
Accountability means doing the right thing. Leaders must be accountable to themselves and to their people—both in checking on their performance and being responsible for their own. Accountability requires checks and balances and starts at the top.
$authorProfileLink
8
Dated: 11-11-2014
We’re on the agenda. Finally, human capital, talent and learning matter to organizations. Last year in a slew of reports from the likes of the Conference Board, Deloitte, PwC and Forbes, CEOs repeatedly named ‘talent’ and ‘skills’ as the #1 or #2 issue on their agenda for the year. 2014 looks like it will be no different.
$authorProfileLink
8
Dated: 11-10-2014
Did you know that only a fraction of your staff bring their ‘A Game’ to work every day? According to companies like Aon Hewitt and the Gallup Organization, this number is about one in five. The rest? At best they are bringing their B or C games to work—at worst, their main goal is to keep from getting fired.
$authorProfileLink
8
Dated: 11-10-2014
In today’s challenging economy and hypercompetitive business environment, CEOs and senior executive teams are facing enormous challenges when it comes to achieving and sustaining breakthrough operating results. Intensifying War for Talent, globalization, economic change, more stringent regulation, and tougher governance make realizing shareholder value increasingly difficult. But, there is a tougher challenge: identifying and developing new leaders which is critical for developing the sustainable competitive advantage for the organisation and its eventual success.
$authorProfileLink
