Content about Technology

While some gains have been made with regard to high-potential (HiPo) identification and compensation, most companies struggle to provide impactful development programs that help anchor employees to the organization. The key is to revamp the talent management philosophy to be transparent and align purpose and process.

Imagine your mission for 2013 is to expand your corporate e-learning and training programs to include employees in Mexico and French-speaking Canada. Reproducing your training program from scratch in Spanish and French would be too costly. You have at least two other options to consider: voiceover and subtitling. An understanding of the technical process, advantages, and drawbacks of each technique will empower you to make an informed choice. 

Community investment and volunteering have been embraced by companies as the right thing to do and are an integral part of corporate social responsibility programs. However, the benefits to the company and employees also should be considered, especially as it relates to engagement, professional growth, and development.

CPP provides a leadership development program for the San Francisco Child Abuse Prevention Center’s new management team. Utilizing four of CPP’s assessments, team members gained a deeper understanding and appreciation of their interpersonal needs, strengths, and areas of potential improvement; a clearer articulation and communication of the organization’s vision; and improved conflict management.

Social networking’s impact on learning is unfolding faster than ever. It’s time to embrace the online world and leverage it within your organization. Knowledge is everywhere and social media can take you to it. With familiarity, you will find that social media is the stepping-stone to endless great connections that are effortless to sustain.

Here are two case studies that illustrate how Minneapolis-based Medtronic, Inc., a provider of medical technology uses simulations from two different technology providers in two very different parts of its business—but with the same superlative results.

To meet the challenge of promoting talented employees spread out across North America, Edward Jones developed and operates the Leadership Development Center (LDC), which assesses and develops financial advisor leadership candidates and current leaders. LDC workshops held at Edward Jones’s own training facility help financial advisors improve skills for roles they have now and prepare some for greater responsibilities.

In the beginning, emerging leaders at Chick-fil-A would work diligently to pay attention to what more seasoned leaders said and did. And when senior leaders saw a young person exhibiting leadership tendencies, they would move to help them grow. But as the company grew, it realized it had outgrown the “emerging leaders should pay attention” phase. So began a leadership development journey that continues today.

Even with limited resources, you can provide effective leadership training for your team, says Mike Noble, managing partner at Camden Consulting Group.

When a SWOT analysis at GAI Consultants concluded that it lacked the leadership development and succession planning necessary to sustain future growth, it was a wake-up call to institute an intentional, sustaining commitment to the staff, the company, and the future. A corporate Leadership Development Program was launched in less than a year with courses for all levels developed as pilot programs.

Avoidance—and even outright denial—of the need to make corporate culture development a “Mission Critical Objective” lies in five common myths that destroy the impetus for any organized effort to create, build, and nurture a winning corporate culture.

One of the most common ways to reinforce key content is to make it available in a bite-sized format that’s easy for participants to review, useful for managers to reinforce, and easy to integrate as pre-work into related programs.