In a full-employment economy, organizations compete for top talent. Supporting learning and career growth inside the company is not only good for employees, but it’s also good for business.
Millennials represent the largest segment of the workforce today, yet 66 percent of organizations are not meeting their millennial employees’ needs.
The enterprise workplace is undergoing a distinct change, and requires a new generation of strategic technology to attract, retain and develop talent to compete.
Are we working on an inverse Pareto – putting 85 percent into what yields 10 percent and only 5 percent in what can produce 70 percent?
The inability to retain information is a problem endemic in corporate training. In fact, the forgetting curve shows that people forget 50 to 80 percent of what they learn after one day and 97 to 98 percent after a month.
Despite our recognition of the importance of building leadership competencies and willingness to invest in leadership development, we are not making much progress.
There are some practical and applicable steps you can take in the first 90 days to make a positive impression on your employee, help them learn their new position well, and set them up for the growth and opportunities to come.
To address the shortcomings of these two major philosophies, I recommend the inclusive training model. This model focuses on the three major training stakeholders, trainer, employee and business leader and their roles during the three phases of training...