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It's the Manager gives CHROs and CEOs step-by-step instructions on how to create a culture of development within their organization. Gallup has learned that development is the most important part of a job for millennials, Gen Z and the workforce of the future. It's the Manager helps managers get the training and tools they need to become successful managers.
CHROs and CEOs must think about the right way to develop managers to create a culture of development for their employees. It's the Manager provides leaders with training, strengths-based development and the tools needed to train better managers.
To attract and hire top talent companies need to not only create a workplace tailored to today's workforce, but train and develop managers that will deliver on the company's brand promise from the job interview, to onboarding, to development and through the exit interview.
Learn how to handle the workforce issues of tomorrow like managing matrixed teams, remote workers, flex time, cultural diversity, millennials, Gen Z, AI and how technology will affect the workplace.
To be a better manager you first must stop acting like a boss and start thinking like a coach. Learn to become the kind of manager who focuses on developing the people in today's workforce.
It's the Manager equips your managers with 52 of Gallup's greatest discoveries from decades of research into the science of management.
"It's the Manager" gives human resource leaders access to Gallup's platform where managers can do surveys, developmental reviews, check the strengths and engagement of their employees and further their manager development and training.
35% of U.S. Managers Are Engaged in Their Jobs
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?