In the October Edition
Structured, Video-Based Social Learning at the Cheesecake Factory
Creating formal, structured training events has been the primary focus of L&D for many years. Traditionally we have followed a structured process: complete a needs analysis, design a learning solution, develop content, implement the learning solution, and finally, evaluate the results. We call this the ADDIE model. Today we see the L&D footprint expanding to include the creation of social learning environments – and it's turning out to be one of the most pressing challenges learning organizations have faced in a long time.
When asked what a social learning environment looks like, our response is that it doesn't look like any one thing. It's a bit of a kaleidoscope. A social learning model enhances the learning experience and produces a collaborative learning environment which ultimately creates a community of learners who work together to solve a problem and gain knowledge in the course of a structured solution. This paves the way for an ongoing and interactive Community of Practice (CoP), which is one of the best constructs for deep specialization.
Read more about Social Learning at the Cheesecake Factory.
Three Foundational Practices of High-Impact HR
HR leaders believe in contributing to the organization's success. However, our research finds that while no single practice ensures business impact, there are three fundamental elements that high-impact HR functions have in common:
1. Tailor Structures and Services to the Size of the Workforce
The size of a company's employee population has a considerable relationship to the types of structures and services HR utilized. Our recent research shows that there are fewer similarities between the structures and offerings of small organizations than there are in large high-impact HR functions.
We found that smaller companies' HR functions achieved effectiveness, efficiency, and business alignment through customization of HR programs. As workforce size grew, HR practices converged. The largest of HR organizations share 84% of their HR programs and characteristics, suggesting that the largest workforces required similar human capital processes if they are to be managed well. The high-impact HR organizations in these large companies tended to focus heavily on HR shared services, common people systems, and HR programs that drive the greatest possible impact in their businesses.
Read the full article.
Middle Managers: Their Challenges, Value, and Helping Them Perform Better
While middle management has never been an easy place to work, it has become much harder over the last few decades. Middle managers receive fewer resources, manage more people, and are less engaged than all other employee groups. Further, the rise of the knowledge worker and technological innovations are changing the role of middle management. Yet, new research shows that middle managers are at least as important as senior leaders to a company's financial success. Clearly, this is a population that needs more attention.
While there are many challenges facing middle managers, the following are especially relevant to managers today:
- Increased span of control
- Increase in customer-facing activities by direct reports
- Less time spent on development
- Evolution of the job due to technological innovations
- Implementation of policies and strategies in a global environment
- Managing several generations
So how can organizations help middle managers address these challenges? We identified the following four best practices that increase the support given to middle managers and help the organization achieve better results.
Read on for more.
Back to the Basics – A Leadership Development Primer
If you are going to survive and win in today's economic climate, leadership development needs to be on your priority list. But, it sure looks different from the past. So what is it today? And how are organizations doing it?
Several themes describe the state of today's leadership development. Effective leadership development:
- Creates leaders who can impact organizational capability;
- Is tightly aligned to business goals;
- Is global and addresses the skill development of an organization's leaders in all parts of the world and enables virtual management;
- Is diverse and uniquely targeted to the leaders in our workforces who represent multiple generations and demand new and creative ways of thinking;
- Represents a brand and creates a culture; and
- Is an ongoing strategic process that leverages people as a competitive advantage.
Winning organizations across the globe are transforming their leadership development to address these 21st century trends. Their leaders are reflecting and acting on leadership lessons surfacing day after day from today's political, educational, and corporate leaders. They are building a team of leaders who are the brightest, and the most creative. They are challenging the status quo and acting innovatively. They are encouraging connectivity and collaboration, and linking people across the globe. They are creating a culture where development is king and are holding leaders' feet to the fire to execute development plans. They don't tolerate blame and only accept business-driven results. They surround themselves with other great leaders – who don't look, think, or act like they do. They cherish and nurture diversity.
View the full article.
In the News
The Wall Street Journal Digital Network/Dow Jones
September 13, 2011
How LinkedIn is Making Applying Easier
By Joseph Walker
Bloomberg
September 29, 2011
Shaker Consulting Culls Weak Job Seekers With Online Games
By Antone Gonsalves
NPR
October 6, 2011
With No Steve Jobs, Will Apple Lose Its Juice?
By Martin Kaste
New Research Highlights
A Mentoring Mindset: How Genentech Infuses It into the Company's DNA
This case study details how Genentech implemented a high-impact online mentoring solution as a high-value method for developing leaders.
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Making Your HR Dollars Count
HR organizations need to make the most of every budget dollar. This report looks at how HR organizations are allocating their funds and some of the key initiatives getting greater attention this year.
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Peoplefluent: Talent Management Pioneer
In this research bulletin, we discuss Peoplefluent – a major player in the market built from the pioneering work of Authoria, Peopleclick and Aquire organizations.
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The Business Impact of Next-Generation e-Learning: How Today's e-Learning Drives Business Results
This report will examine the business benefits and business-driven features of next-generation e-learning.
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People Intelligence: A Business Imperative for High-Performing Organizations
Micro and macro views of assessments, and the benefits for organizations.
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The Business Value of Research in Corporate Learning and Human Resources
In this report, we describe why rigorous, pragmatic, continuous research is critical to success in the design and implementation of people strategies.
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Changing the Way the World Works: The Strategic Free Agent in the New Economy
Planning for the management of contingent and contract workers is a major challenge for HR today that will increase in the near future.
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HR Staffing up Slightly in 2011
Many HR organizations have added to their staffs this year. This report details how much HR staffing has increased and how companies are organizing their HR functions.
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Creating Business Alignment: The Role of Talent Advisory Councils
This research bulletin explains talent advisory councils - what they are, how they evolved, why they work, who serves on them, what they discuss and how organizations use them effectively.
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Closing the Gaps in LMS Reporting: Rapid Learning Deployment and Customized Reporting Services
In this report, we will examine the reasons why reporting and analytics continue to be ongoing problems for the LMS, review strategies available to LMS owners for mitigating the gaps, and highlight Rapid Learning Deployment (rapidLD), a provider of custom reporting services.
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Choosing an LMS: Differentiating the Needs of the SMB Market
This guide will help SMBs follow the best practices when buying an LMS.
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Automating Employee Onboarding: A Value-Add for Midmarket Organizations
This bulletin describes the value of automated onboarding for midmarket companies.
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