Sunday, June 30, 2013

Cegos UK.(NEW APPOINTMENTS)(Brief article)

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Super models: in a series of articles examining learning models, Dr Mike Clayton looks at Keirsey's Four Temperaments--following our inclinations.(IDEAS)(Viewpoint essay)

What 'Type' of Training Do Trainers like to Deliver? TJ and Academy28 Ran a Survey into the Behavioural Preferences of Trainers, What Impact They Have on the Design and Delivery of Training and Whether They Match the Preferences of Learners. Clare Howard Summarises the Main Findings

Informal learning and the future: Nick Shackleton-Jones outlines the challenges to L&D practitioners of the rise of informal learning.(Learning and development)(Column)

Hitting a high note: when Sky Media needed to make employees feel more empowered and fulfilled, and improve team work, it turned them into pop stars. Elizabeth Eyre finds out how music has been the food of successful development for the company.(CASE STUDY)

TJ agony aunt Isobel Rimmer has all the answers.(ASK IZZY)(Training Journal)(Editorial)

"Izzy, what's your view on exercises and role plays during training sessions? I have been running a series of lunchtime workshops and have had significant resistance to 'role playing' from a number of different people. I do believe that, for people to really apply the skills, they need to practise somehow."

I've heard every excuse about why people avoid role plays--from a group of senior IBM executives who spoke of their "Greenock" experience, clearly something very traumatic--to comments like "but it's not real life" or "that wouldn't happen to us.... "

I discovered a phrase a few years back--'skills practise'--and it's brilliant. Of course it is a form of …


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Ravinder Tulsiani The Transformational Leader

Are You a Transformational Leader?

 
The most popular theory of leadership today is transformational leadership. What is a transformational leader? Originally focused on leaders who "transform" groups or organizations, transformational leaders focus on followers, motivating them to high levels of performance, and in the process, help followers develop their own leadership potential.
There are 4 components to transformational leadership, sometimes referred to as the 4 I's:
Idealized Influence (II) - the leader serves as an ideal role model for followers; the leader "walks the talk," and is admired for this.
Inspirational Motivation (IM) - Transformational leaders have the ability to inspire and motivate followers. Combined these first two I's are what constitute the transformational leader's charisma.
Individualized Consideration (IC) - Transformational leaders demonstrate genuine concern for the needs and feelings of followers. This personal attention to each follower is a key element in bringing out their very best efforts.
Intellectual Stimulation (IS) - the leader challenges followers to be innovative and creative. A common misunderstanding is that transformational leaders are "soft," but the truth is that they constantly challenge followers to higher levels of performance.
Research evidence clearly shows that groups led by transformational leaders have higher levels of performance and satisfaction than groups led by other types of leaders. Why? Because transformational leaders hold positive expectations for followers, believing that they can do their best. As a result, they inspire, empower, and stimulate followers to exceed normal levels of performance. AND, transformational leaders focus on and care about followers and their personal needs and development.
Here are some items from our new measure of transformational leadership. See if you have transformational leadership qualities (Agree or Disagree).
1. I would never require a follower to do something that I wouldn't do myself.
2. My followers would say that they know what I stand for.
3. Inspiring others has always come easy to me.
4. My followers have told me that my enthusiasm and positive energy are infectious.
5. My followers would say that I am very attentive to their needs and concerns.
6. Even though I could easily do a task myself, I delegate it to expand my followers' skills.
7. Team creativity and innovation are the keys to success.
8. I encourage my followers to question their most basic way of thinking.
(Items 1 & 2 = II; 3 & 4 = IM; 5 & 6 = IC; 7 & 8 = IS)
 
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Saturday, June 29, 2013

On being coached: in the fifth instalment of her coaching diary, Elizabeth Eyre reflects on a good thing coming to an end.

Well, here I am, almost at the end of my coaching with Sean Weafer.

My last face-to-face meeting with the Rebel in a Business Suit was, in fact, my last face-to-face meeting with him (very nearly)--we have a telephone session coming up to check that everything's going to plan and then the final wrap-up meeting in the flesh--and, damn it all, in a strange kind of way I'm going to miss him.

Over the past few months, Sean has become a comforting figure in the background--not someone you would plague with irrelevant phone calls but there if things really do go horribly wrong, to provide words of advice and encouragement. For me, he's become a bit like the teacher …


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BI.(NEW APPOINTMENTS)(Brief article)

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Peter Honey: Peter Honey Explains Why Focussing on Strengths Is So Much More Productive Than Trying to Tackle Weaknesses

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Online Opinion

The language used by learning and development professionals came under the spotlight recently, when Barry Johnson asked Digest members for

their views on the words that should be used to describe people who undergo training.

He said: "Many years ago, when joined a very large corporation as a site training manager, I was using the word 'delegates' to describe people attending courses. I notice this is common practice in the responses to various discussions.

"The corporate training and development director asked me whether I really wanted 'delegates' or 'participants'. I must admit that had, on occasions, used the word attendees'.

"Delegate: a person …


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Here are some of the topics that I am planning to write about. Over time, I expect to write about all of these topics, however, please take a look at the list and let me know if there are particular areas you would like for me to work on first. Thank you for your help:

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Friday, June 28, 2013

Key Elements of Succession Planning

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Key Elements of Succession Planning

1. Assessment of Key Positions:
- What are the competencies and experiences needed to qualify for each key position?

2. Identification of Key Talent:
- Typically people at the top two levels of the organization and high potential employees one level below.
- Identified by their management’s assessment of their performance and potential for advancement.

3. Assessment of Key Talent:
For each person on the radar screen, primary development needs are identified focusing on what they need in order to be ready for the next level.

4. Generation of Development Plans:
- A development plan is prepared for how we will help the person develop over the next year.

5. Development Monitoring & Review
- An annual or semi-annual succession planning review is held to review progress of key talent and to refresh or revise their development plan.

How Managing Cultural Diversity Can Provide Competitive Advantage

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How Managing Cultural Diversity Can Provide Competitive Advantage

1. Cost
As organizations become more diverse, the cost of a poor job in integrating workers will increase.
Those who handle this well will thus create cost advantages over those who don’t.

2. Resource Acquisition
Companies develop reputations on favorability as prospective employers for women and minorities.
Those with the best reputations for managing diversity will be the most attractive employers for women and minority groups.
An important edge in a tight labor market.

3. Marketing
The insight and cultural sensitivity that members with roots in other countries bring to the marketing effort should improve these efforts in important ways.

4. Creativity
Diversity of perspectives and less emphasis on conformity to norms of the past should improve the level of creativity.

5. Problem-Solving
Heterogeneity in decisions and problem-solving groups potentially produces better decisions through a wider range of perspectives and more through critical analysis of issues.

6. System Flexibility
An implication of the multicultural model for managing diversity is that the system will become less determinant, less standardized, and therefore more fluid.
The increased fluidity should create greater flexibility to react to environmental changes (i.e., reactions should be faster and cost less).

Core Values of Total Quality Management

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Core Values of Total Quality Management

- Methods and processes are designed to meet the needs of internal and external customers.
- Every employee in the company receives training in quality.
- Quality is designed into a product or service so that errors are prevented from occurring, rather than being detected and corrected.
- The company promotes cooperation with vendors, suppliers, and customers to improve quality and hold down costs.
- Managers measure progress with feedback based on data.

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