If employees in organizations are not imbibing newer things frequently at work, that clearly means the leadership is faulty. Employees who usually have higher scores on the learning curve, also tend to do well on questions relating to whether they consider themselves as high-performers, or whether their work makes any difference to people’s lives. They are also ambassadors to the company, recommending the firm to others, and even the boss gets the praise for the work done. Such people would rather set smart goals, than hard, tangible ones. In order to improve employee learning, the leader needs to pose certain questions to the group on frequent basis. The first of them is what new things would they like to learn next month, so specific corporate training sessions may be arranged accordingly. The next one is about which things improvement has been observed compared to the previous month. Finally, the leader needs to ask about when in the last month they feel motivated, and when the complete opposite.

Source:https://flipboard.com/@flipboard/-if-your-employees-arent-learning-youre-/f-ec40defb0b%2Fforbes.com

Uploaded Date:08 February 2018

Most visionary organizations make sure that their employees get adequate corporate training. Though this sometimes leads to a loss when these same trained employees leave jobs and join direct rivals, it is still considered a better option than working with untrained employees. However, with funds drying up, a lot of companies have given up on training all, but only those they identify as Hi-Po or high-potential. In following Pareto’s principle here, it has been realized that barely a fifth of the employees make up for eighty percent of the work with the reverse also true. The payoff on training top talent goes very well when dealing with the most complex of tasks, but reduces as complexity levels come down. Talented employees are also “force multipliers” as they prove to be beacons for inspiring others to equally work harder or more efficiently. However, the methods companies use to gauge this top talent is rather skewed. This is because they only look at ability, which should ideally be just one of three most important attributes. In fact, a lot of leaders with high individual success, end up bringing down others’ productivity. Another important attribute in identifying Hi-Po is social skills as this is the fulcrum behind emotional intelligence. This can be best gauged through psychometric tests. The third category is the drive and passion behind achieving some task. Standardized aptitude tests can measure this.

Source:https://hbr.org/2017/10/what-science-says-about-identifying-high-potential-employees

Uploaded Date:06 February 2018

While most companies these days are talking of corporate training, few are walking the talk. Investment percentages in training has gone down, but more worrying is that this decline tends to take place during periods of otherwise economic boom. The percentage of people receiving employer funder training has gone done from 21 percent in 2001 to a mere 15 percent in 2009, when the last reliable data is available. Within such a vacuum, professionals are increasingly looking at MOOCs to supplement their learning. MOOCs is best available on platforms such as Coursera and EdX. Some companies such as GE, AT&T, L’Oréal, and Marks and Spencer have inculcated MOOCs into their formal training. Some such as Microsoft and McKinsey are curating their own online content. Yet majority of professionals received little assistance from their organizations while pursuing such courses. Only 5 percent receive financial help, 8 percent get study-time off and 4 percent have had this work included within evaluation of their performances. One reason firms are unwilling to support their employees is fear of losing them due to acquiring a greater skill set. However, if used correctly, MOOCs can prove to be a great asset in talent management of retention. The top management will have to step up efforts to support such learning and development. An environment needs to be created where professionals can seek evaluations from their peers and mentors. Professionals can start off with pilot courses on specific topics where they need help. Companies should see MOOCs not just for aiding in core jobs, but to develop broader competencies. Adopters of best practices, must in turn track MOOCs scores for performance reviews.

Source:https://hbr.org/2018/01/can-moocs-solve-your-training-problem?utm_campaign=hbr&utm_source=twitter&utm_medium=social

Uploaded Date:19 January 2018

In any field of business, one is unlikely to invest funds without successfully analysing the same in detail. This benchmark does not seem to go with management training that is geared towards leadership development. A staggering US$ 24 billion is spent annually in the US, but there is little to justify the actual sums spent. Since only the rising stars are invited in the first place, it is very difficult whether they would have reached these heights anyway. Most of this assessment on rising leaders is done through their results. Yet, external results should not be seen as the only parameter as intrinsic qualities also matter a lot when one reaches the top corporate positions. Two attributes have most affected leadership development. One is how the different aspects of leadership development were evaluated. The other is how many of the company directors were involved this this trainee evaluation and selection.

Source:https://knowledge.insead.edu/leadership-organisations/designing-results-oriented-leadership-development-programmes-7991

Uploaded Date:09 January 2018

Newly minted managers often struggle to cope with their sudden position and so feel unprepared for the challenges. Just like our genetic cousins, the baboons who keep looking up to the clans’ alpha-males, humans too have a habit of trying to please their seniors rather than doing their jobs well. The recent cases of bad publicity at Uber was blamed on faulty management, yet one needs to understand that the people in charge were simply not prepared for such challenges. This is particularly true of such fast-rising companies. Formal management training modules need to be set up accordingly. The skills which in the first place got one promoted, may not be the same ones required once the person is a manager. Demonstrating vision, supporting teamwork and recognizing others’ contributions are factors managers should be pulling in. Emotionally reining in ones is also crucial at this stage.

Source:https://hbr.org/2017/07/new-managers-should-focus-on-helping-their-teams-not-pleasing-their-bosses?utm_campaign=hbr&utm_source=twitter&utm_medium=social

Uploaded Date:21 October 2017

Companies in the US spend enormous amounts of money on various corporate training programmes, which make them feel immune to any drop in productivity. Even employees participating in them feel confident in their abilities, knowing little about the concept called unconscious incompetence. As per a study conducted with various industries such as academia, sports, business services, retail, health care and technology, it was found out that employees seem to be lacking in a fifth to two-fifths of relevant areas. This is because there are lots of areas where they are not aware that they need improvement as work often gets done using guesswork. Better learning models must instead be adaptive to individual needs as developed by the NEJM (New England Journal of Medicine) Group for physicians as it caters to constant learning. A system needs to be created as done by the FAA (Federal Aviation Authority) for pilots where one doesn’t want to avoid admitting to guesswork but instead puts a hand up for mistakes committed so they may be weeded out.

Source:-https://hbr.org/2017/09/how-to-teach-employees-skills-they-dont-know-they-lack?utm_campaign=hbr&utm_source=twitter&utm_medium=social

Uploaded Date:-06 October 2017

The phenomenon known as Silver Tsunami is soon set to hit the US with a fourth of the workforce aged above fifty years by 2020. This will create a certain shortage in talent, but will probably be made up for using new technologies such as Augmented Reality (AR)There are several ways in which AR is aiding corporate training in a big way. One of them is that it provides real-time information using chunks of data captured during the process. Employees will also get a virtual presence especially for skilled task training. One such example is the See-What-I-See (SWIS) glasses. This will further reduce cost and enable employees to share their expertise across time and space. AR is already helping a lot in talent management and retention as existing skill sets of employees can be captured so that there is no loss in expertise with the retirement of few key personnel. The learning experience traditionally derived from specific devices at certain platforms. Now AR is allowing learning to be imparted at any geographical location using any conventional device such as smartphones or tablets.

Source:http://fortune.com/2017/07/22/augmented-reality-corporate-training/

Uploaded Date:28 July 2017