Companies invest millions in training and developing their employees. But all too often, those investments don't pay off because leaders fail to factor in employees' talents.
India -- the world's second most populous country, with more than 48.7 million college graduates -- surprisingly faces a talent crunch. To tackle this problem, most companies have followed a conventional path that hasn't been effective. Time for a new approach.
A gathering of UK executives stressed the importance of training and development through the economic downturn. The discussion encompassed key leadership priorities, such as skills required by employers now; development needs of the remaining workforce; and boosting engagement, retention, and motivation.
Amid this economic crisis, severe budget cutting is inevitable and has already begun in many organizations. But when it comes to figuring out where to make those cuts, think long and hard before you act. According to three top Gallup management experts, when the going gets tough, high-performing companies actually double down their investments in people.
Learning programs alone don't engage employees, reports a Gallup survey of workers in Singapore, where participation in training is on the decline.
Coaching courses are now among the most popular training programs offered to managers. And many organizations are evaluating managers' "coaching skills" during their annual performance reviews. But what does "coaching" actually mean? And what separates great coaches from all the rest?
Customers frequently need a nudge to make a commitment. In fact, some of them may need to be bulldozed off the edge of a cliff before they buy. That's where a salesperson makes all the difference. But not all salespeople are equally effective at gaining commitments from their customers. What allows some salespeople to do this consistently?
No single process is more crucial to an organization's success or failure than decision making. Although most developmental approaches focus on the process teams use to make decisions, there is a human variable that influences every aspect of that process: talent.
Positive feedback from managers and co-workers is essential to most employees. Without it, even hardened stoics tend to lose heart and question their actions and goals. Managers can jump-start the discussion about what encourages their team members, and ways team members can encourage others.