Organizations are increasingly focusing on the development of frontline workers in order to differentiate their employer brand, build a strong employee value proposition, and to ensure they have the skills and knowledge needed to compete in the market place.
Alternative Pathways for learning allow organizations to focus their spending on workforce development, training, and tuition assistance strategically to build their workforce.
5 Reasons Why You Don’t Train Your EmployeesEduson.tv
Why do small companies refuse to train employees?
Almost every business owner has a couple really good
reasons for that. We’ve guessed five.
Do you agree with them?
Human Capital Management (HCM) is the practice of optimizing workforce productivity and individual employee performance through an investment in strategic recruiting, learning and performance management. These core elements of HCM, recruiting, learning, and performing, are critical processes in the life cycle of an employee, and when executed effectively, have proven to deliver positive proven financial returns for the company.
5 Reasons Why You Don’t Train Your EmployeesEduson.tv
Why do small companies refuse to train employees?
Almost every business owner has a couple really good
reasons for that. We’ve guessed five.
Do you agree with them?
Human Capital Management (HCM) is the practice of optimizing workforce productivity and individual employee performance through an investment in strategic recruiting, learning and performance management. These core elements of HCM, recruiting, learning, and performing, are critical processes in the life cycle of an employee, and when executed effectively, have proven to deliver positive proven financial returns for the company.
The world of recruiting is evolving at an accelerated pace. Recruiting teams at the leading edge of this evolution are deploying modern tools and technology like algorithms, bots, and AI to help them identify, engage, and retain talent. However, many companies still struggle with the fundamentals of recruiting, which is creating a widening gap in capabilities…and successes.
This e-book is not for those practitioners already at the leading edge of this curve. This is a resource for recruiters with a full desk and heavy requisition loads who perpetually struggle for time. Startups without established recruiting or HR functions and are wondering what to do to give their organization a hiring edge. Teams that started modernizing their recruiting functions, but soon found themselves stuck.
In the following pages, you’ll learn about three aspects of modern recruiting that should be core components of your recruiting efforts in 2017, including examples and actionable takeaways to help you level up your recruiting.
Own or manage a hotel? Are you plagued by rising turnover rates? Find out what you can do to stop the revolving door and reduce the turnover in your hotel.
We believe in building programmes and initiatives that really support our local communities and one big subject that is close to everyone's hearts is the future of our young people. That's why we have created our Rising Stars programme - part of our 'Championing young people's futures' initiative.
This takes the form of a range of activities, programmes and workshops all with the common aim of developing understanding and passion for the world of work and not only through children and young adults but also through their support network, allowing us to help parents, guardians and carers find the right skills to guide and nurture the best decisions.
The world of recruiting is evolving at an accelerated pace. Recruiting teams at the leading edge of this evolution are deploying modern tools and technology like algorithms, bots, and AI to help them identify, engage, and retain talent. However, many companies still struggle with the fundamentals of recruiting, which is creating a widening gap in capabilities…and successes.
This e-book is not for those practitioners already at the leading edge of this curve. This is a resource for recruiters with a full desk and heavy requisition loads who perpetually struggle for time. Startups without established recruiting or HR functions and are wondering what to do to give their organization a hiring edge. Teams that started modernizing their recruiting functions, but soon found themselves stuck.
In the following pages, you’ll learn about three aspects of modern recruiting that should be core components of your recruiting efforts in 2017, including examples and actionable takeaways to help you level up your recruiting.
Own or manage a hotel? Are you plagued by rising turnover rates? Find out what you can do to stop the revolving door and reduce the turnover in your hotel.
We believe in building programmes and initiatives that really support our local communities and one big subject that is close to everyone's hearts is the future of our young people. That's why we have created our Rising Stars programme - part of our 'Championing young people's futures' initiative.
This takes the form of a range of activities, programmes and workshops all with the common aim of developing understanding and passion for the world of work and not only through children and young adults but also through their support network, allowing us to help parents, guardians and carers find the right skills to guide and nurture the best decisions.
Best practices in recruitment that every company should followKannan G S
Finding great candidates has always been a major challenge. If you are an employer struggling to fill your open job positions with suitable candidates, you’ve come to the right place. Here we discuss about best practices in recruitment that will help you find great candidates easier and faster.
Talent attraction for the modern recruiterSoraya Lavery
Learn some simple methods to develop a strong talent attraction brand that attracts the "right fit" candidates for your company. Also how to retain key staff and provide a positive return on investment for your organisation.
How to Land Your Dream Job Without Applying 'Online' - A Better PLAN For Stud...Ita John
Here are my practical ideas on graduates’ journey toward landing a job upon graduation and for those who have graduated already too. It’s the ROADMAP to follow to land your desired job quicker.
The right candidates are not so hard to find if you are a smart recruiter. Succeed in recruiting top talent in a competitive job market comes from well-thought-out recruiting strategies
How to Build and Maintain a Premier OrganizationLucas Group
An important trend facing organizations across all industries is bridging the knowledge gap between outgoing employees and those who remain or are hired to fulfill their work. Despite a stubbornly persistent unemployment rate in the U.S., attracting and retaining people who can positively impact your company remains a considerable challenge to building and maintaining a premier organization. Triggered by Baby Boomer retirements, companies must develop systematic ways to attract the best, retain the best, and hold on to the knowledge that the best contribute to their organizations.
How to Hire All-Star Administrative Professionals and Maximize Their PotentialRobert Half
This hiring guide provides tips on how to find top-notch administrative professionals and help them branch out beyond their traditional job descriptions.
Strategic Onboarding is an approach to Talent Onboarding that addresses the long-term needs of
the employee while also addressing the business needs of the organization. It creates a win-win
situation, providing value to both the business and the employee.
Norwood Employability & How to Land Your Dream Job Without Applying 'Online' ...Ita John
MY PRACTICAL IDEAS ON GRADUATES’ JOURNEY TOWARD LANDING A JOB UPON GRADUATION AND THOSE WHO HAVE GRADUATED ALREADY, HERE'S A ROADMAP TO FOLLOW TO LAND THE JOB QUICKER
NTHEMIND OF GREATCOMPANIESBy Scott BlanchardThe.docxhenrymartin15260
NTHE
MIND OF GREAT
COMPANIES?
By Scott Blanchard
T
he old saying, "money isn't
everything," rings hollow in
today's business world.
where rninute-by-minute
stock quotes scroll across
our computer monitors, and
careers are won or lost based
on Wall Street's analysis of a
company's perforniance. Throw in giob-
al competition, outdated products and
services, increased costs, corporate silos
and other business challenges, and it's
no wonder that tnatiy of today's compa-
nies focus solely on their bottom line,
ofteti at the expense of customer service
and employee satisfaction.
It need not be this way. Great compa
nies focus on more than one bottom
line when gauging their perforniance.
Ttiey choose to be not only the invest-
ment of choice, but also the provider of
choice for their products or services, as
well as the employer of choice for work-
ers in their industry. By looking beyond
immediate, short term results and focus-
ing on strategies to make their compa-
nies successful for the long-term, they
recognize challenges sooner, identify
solutions more quickly and deliver re-
sults ahead of their competitors. In short,
they learn to lead at a higher level.
A clear warning sign that your busi-
ness is trapped in a short-term mindset
is the presence of an "either/or" philoso-
phy. Managers either believe they can
achieve profitability or they can develop
a great workplace, but not both. These
leaders don't always take morale and job
satisfaction into consideration. Their
focus is only their financial bottom line.
From there, it's a short leap to the false
notion tlrat making money is the sole
reason to be in business.
A NEW APPROACH
Contrary to the either/or philosophy,
leading at a higher level requires man-
agers to embrace a "both/and" approach.
In great companies, the development of
people is of equal importance to finan-
cial performance. As a result, the focus
is on long-term results and human satis-
faction. Accordingly, great companies
begin by both creating and nurturing a
vision of the future, and then measuring
progress against that vision.
There are three questions to ask,
which represent the main components
of a corporate vision. By focusing on
these questions, companies are more
likely to ensure they don't lose sight of
their path to success. They are:
• What business are you in? This will
help you identify your company's signif-
icant purpose.
• What will the future look like if you
are successful?
• What guides your behavior and deci-
sions on a daily basis? This will help
you identify clear values.
Great companies keep al! three of
these ideas clearly in mind and make
necessary course corrections when they
realize they are off track.
The next step is to create a corporate
culture that both reflects and reinforces
the corporate vision. The culture con-
sists of the values, attitudes, beliefs,
behaviors and practices of the organiza-
tion's members. Culture is an organiza-
tion's personality, and it can help or hin-
.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
2. Frontline workers know the ins
and outs of company operations
and are the heartbeat of the
business.
| 0 2
However, most companies
do not have training or
education programs for
continued development of
their team.
It’s time to shift the focus to recruiting
career employees and developing
talent through a framework for
lifelong employability. So what does
that road map look like?
Let me show you.
3. 04 Building Frontline Workers
05 Corporate Learning & Development
07 Integrating Prior Learning
09 Bringing It All Together
S E C T I O N S
ALTERNATIVE
LEARNING
PATHWAYS
4. Building Your
Frontline Workers
First, go read a recent article in the New York Times that
outlines how Walmart achieved cleaner stores and higher
sales…through frontline employee development. They not
only pay their employees more now, but they also launched
an extensive training program and the results are
staggering.
The Cliff Note’s version goes like this: Walmart surveyed its
customers and found only 16 percent of stores were
meeting customer satisfaction goals (GASP!) and on top of
that its revenue fell in 2015 for the first time in 45 years.
Executives came up with a brilliant solution, increase
employees’ wages, develop frontline workers to take on
more responsibilities and train employees in person and
through video. Voilà the work force has improved, the
shopper experience has improved and interestingly enough,
employees are spending more money where they work.
Of course, Walmart is a huge corporation with many
resources, but I think it is possible for all size companies to
start shifting how they source talent and how they develop
career pathways for their employees, in turn, creating
lifelong employees for their businesses. “Research by The
Institute for Corporate Productivity shows that having
front-line workers take advantage of development
opportunities drives business performance,” Kevin Martin,
chief research and marketing officer for the Institute for
Corporate Productivity, said. It also helps make the
business sustainable, since it creates a pipeline of talent to
fill open positions and it improves the customer experience.”
The steps to develop training and career paths will differ
for each company. It can start as simple as setting up an
educational assistance benefit that helps employee garner
higher degrees or an incentive program to complete
company trainings. In my upcoming posts, I’ll dive deeper
into how to create learning programs that work for you and
tapping into employee’s prior learning.
To wrap up, we will continue to see more companies shifting
their focus to recruiting career employees. In order for all
companies to compete for the best talent, businesses must-
have career development baked into their guiding
principles. (If you feel like your company is DOA on this
subject, don’t worry more to come from me on this.)
As a learning professional, I think companies
can and should start developing their
frontline talent and giving them a framework
for lifelong employability. Now for all you
that are starting to think…but what about
the bottom line…can companies really afford
to do this? I’ll explain below why companies
can’t afford NOT to do this.
| 0 4
5. A Paradigm Shift for
Corporate Learning and
Development
We hear lots of talk these days about Millennials and their tendency to “job hop.” A LinkedIn study showed exactly that. On average,
those who graduated from college in the 1980s have had more than 1.6 jobs while 2006 and 2010 grads have averaged 2.85 jobs.
With that, we’re also seeing an increase in “boomerang employees,” those who work at a company for a few years, leave to expand their
experience, and ultimately return to their original employer. Business Insider does a good job of explaining why boomerang employees are
valuable, but I would argue they’re even more valuable if they never have the reason to leave.
So, what does this have to do with corporate learning? I would say: Everything! Maybe this increase in boomerang employees and job
hopping is an indication that we’re looking for and developing our talent incorrectly. I propose we help retain talent by turning the idea of
talent identification and talent development on its head. Instead of looking for employees who can already do exactly what we want, why
don’t we help them get there, and moreover, continue to invest in them to ultimately prevent them from leaving to seek development
elsewhere? I know, I made it sound simple, but there are a lot of moving parts here. Let’s take it one step at a time:
| 0 5
6. 1 Skill development & context: Now that
we’ve found the employees with the key
skills necessary for the given position,
let’s teach them what we want them to
know! If we provide job-specific training
we can be sure these employees will gain
the skills we need them to have. What’s
more, we can give them immediate
applications for these skills - REAL work
experience! – and in doing so let’s make
sure this learning can be recognized in a
larger framework of learning and
employability (If this has you asking: “wait
- how do I design this for myself?” don’t
stress.
3
Furthering education: This final step is truly what will save
you from the boomerang employee - or worse, one that
leaves and never comes back. A recent study from Pearson
showed that 72 percent of adults feel they need to further
their education in order to continue to advance in their given
field. So - don’t give employees are reason to seek this
education elsewhere. This is about using all of the tools you
have to develop your workforce strategically, such as tuition
assistance programs, tuition reimbursement, alternative
credit learning, in-house courses and learning experiences.
No matter how you do it, investing in your employee’s
education will make them feel wanted, allow them to
advance in their careers and ultimately give you even better
employees.
| 0 6
2
Talent identification: Typically, this means
sorting through piles and piles of resumes,
searching for the candidate with the exact
right amount of experience, breadth and
depth of skills, who also give a great in-
person interview. In this new model, we’d
identify people with raw talent - customer
service candidates with warm personalities,
aspiring engineers with great problem-
solving skills - you get the idea. Instead of
focusing on education and other job
experience, look for the basic skills and traits
that one needs to be good at this job.
7. Integrating Prior Learning to
a the Pathway
Most employees you will hire will have some
type of prior learning or skill experience,
whether it’s having exceptionally fast math
skills from splitting tips or having
mechanical ability from fixing trucks or
tractors on the family farm – all skills and
knowledge they may not have learned in a
traditional education setting.
The ever-popular beer brand Heineken
(cheers!) has won numerous accolades for
their out-of-the-box thinking on employee
recruitment. In 2013, they developed the
“Go Places” website that prompts users to
answers a series of quiz questions at a
lighting fast pace. The quiz helps to hone in
on previous skills you acquired that could
be applied to a job at a Heineken and also
gauges personalities.
If you do decide to apply for a job at
Heineken, the quiz results must be sent with
your resume when you apply.
Here is an excerpt from an article in
AdWeek. Cloudfactory creative Sandrine
Huijgen adds: "We spent a lot of time
interviewing employees. As during Freddy's
time, employees are being sent around the
world on difficult missions and need their
personality as much as their skills to be
successful."
Heineken’s example is an uber creative way
of tapping into employees previous skills
(and personalities), but I would encourage
you to take a look at your company. What
makes your company tick, what is your
company’s personality and what type of
skills are you looking to recruit for. Make
talent and skill identification work for you!
| 0 7
8. Integrating prior learning is an important strategy for your
company’s employee retention and recruitment efforts
because by incorporating what they already know you can
then take the next step and educate them for the purpose
of retention. It’s really very simple… Employee education +
Employee Incentive = A Dedicated, Retained Employee. (I
can see your bottom line smiling from here!) Here’s a little
data tidbit to back up my claim, a recent study from
Pearson stated the majority of its respondents are looking
for an education provider to offer useful skills and
knowledge for the future job market.
I know this all sounds logical, but also likely abstract. Let’s
talk through an example: Imagine a technology company
hires an administrative assistant, who began to get a
bachelor’s in business with a focus on finance, but never
completed his degree. Some may argue that the best way
to help him advance in his career is by offering him tuition
assistance to help him to complete his bachelor’s degree,
and then his master’s in order to advance to a manager
position in the finance department. I would argue that’s not
the only way to go.
By building a pathway that allows for recognition of prior
learning, combined with alternative credit options, the
company could also help this employee take the
background he already has in finance and apply it to parts
of his administrative work.For example having
demonstrated a strong understanding of the company’s
finances, he could be mentored by someone in accounts
payable to learn that aspect of the business, ultimately
allowing him to advance his career. Along the way, they
could provide career and academic advising in conjunction
with tuition reimbursement to ensure that this employee is
both equipped for success in degree completion and that he
is able to maximize credit from prior learning, shortening the
path.
The key here is that rather than forcing this employee into a
traditional model of skill development for advancement, the
company is creating a system in which the needs of the
learner and the skills needed for their job have intersected.
The learner is provided with a range of tools and
experiences that will arm them with the skills that can be
directly applied to the job and the tasks associated with it.
While class time and higher education are an extremely
important part of career development for some jobs and
industries, I think the key is recognizing where prior
learning can be applied directly to one’s work and to the
academic pathway.
"It’s really very simple. Employee
education + Employee Incentive =
A Dedicated, Retained Employee. A
recent study from Pearson stated
the majority of its respondents are
looking for an education provider
to offer useful skills and knowledge
for the future job market."
| 0 8
9. Bringing it all
together
Right out of high school, Amanda worked in a retail clothing
shop, but wasn’t enjoying the culture and decided that she
wanted to pursue something that would give her more of a
chance to challenge herself. She completed an
accreditation course and earned a Certified Nurse’s
Assistant (CNA) designation. She is extremely good with
people, enjoys caring for her patients and is eager to find a
job in healthcare.
Now meet her future employer. This health system is not
only dedicated to its patients, but has chosen to invest
significantly in employee development. The HR department
has done extensive research on the benefits of alternative
learning pathways and has decided to implement some of
these different tactics to grow its team. It has invested a
small portion of its budget in to in-house training videos
(nothing Oscar worthy, but they get the job done) and have
put policies in place in their employee manual to outline how
the company handles training and education. Amanda
applies for a job as a CNA with them because they have a
good reputation in the community. The team that interviews
her can see her natural inclination for working with people
and chooses to hire her. And her new path to learning
begins…
TRAINING: Amanda’s first few months on the job are
action packed. She was immediately assigned a mentor, one
of the Registered Nurses (RN) on staff, to help her become
familiar with the day-to-day responsibilities of the job and
having the opportunity to practice of her skills by working
directly with patients.
The nurse leadership takes the time to teach Amanda the
ins and outs of the health system’s processes, giving
Amanda a real-life application for the skills she learned in
her certificate program. While Amanda still has a lot to
learn, the company is maximizing her training by teaching
her to do her job the way they prefer things to be done,
making her the ideal employee. While the company is
investing time and resources in this training process and in
Amanda herself right off the bat, they are getting the
ultimate return - a highly skilled, passionate, well-trained
employee.
FURTHER EDUCATION: After a few years of work in her
CNA position, Amanda expresses an interest to her
manager about growing her skills and pursuing a career as
an RN. Because the company culture is centered on
continued employee education, there was a solid plan in
place for getting Amanda access to an associates or
bachelors in nursing and set her up to succeed on the
licenser exam she will take upon completing her degree. The
health system offered her tuition assistance as well as in-
housing trainings on the role of f RNs specific to their
company. Amanda comfortably passed the RN licensure
exam and advanced to a role as an RN. Over time, Amanda
hopes to also strengthen her leadership skills and eventually
become a nurse manager.
Why is Amanda’s story so important? It’s a prime example
of how employees can be trained creatively to be the ideal
employee for a specific organization, and that they, in turn,
feel valued and choose to grow their careers within that
company, rather than seeking new experience elsewhere.
Meet Amanda - she is in her mid-20s and is
about to begin her search for a job in the
health care industry.
| 0 9
An example of how this new model comes to life