It is time to conduct a “reset” exercise and put employee
engagement back in its proper place and perspective. This paper
identifies five areas that our research has shown to be
potentially troublesome for companies - especially in terms of
helping them frame their expectations in the most reasonable,
realistic and productive ways. We have discussed them here to
help you understand the true power of aligning employee drives
and needs with those of your company
The level that Kirkpatrick and Phillips forgot! This is the level that is the key for ongoing organisational improvement from an L&D perspective so you're training spend is not wasted. Download the report in full here: https://www.mtdtraining.co.uk/whitepapers/
It is time to conduct a “reset” exercise and put employee
engagement back in its proper place and perspective. This paper
identifies five areas that our research has shown to be
potentially troublesome for companies - especially in terms of
helping them frame their expectations in the most reasonable,
realistic and productive ways. We have discussed them here to
help you understand the true power of aligning employee drives
and needs with those of your company
The level that Kirkpatrick and Phillips forgot! This is the level that is the key for ongoing organisational improvement from an L&D perspective so you're training spend is not wasted. Download the report in full here: https://www.mtdtraining.co.uk/whitepapers/
How to Build a Stronger Happier Workplace - whitepapersmartOne Prepaid
The first thing employees refer to when rating their overall job satisfaction is their "work environment". Creating the right work environment is crucial to your brand within the corporate community.
Read "How to build a stronger, happier workplace" for insight and suggestions that can help you make a difference.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
Trigger Strategies - Brand Influence and Presence - The 3 Keys to the C-Suite...Neil Thornton HBA, MA
A new report for the Human Resource Professionals Association, directed to the Human Resource manager. Brand, Influence and Presence are the 3 keys to success.
In conjunction with our partners in this report – the Irish Small and Medium Enterprises Association (ISME); we surveyed 563 micro, small and medium businesses from across Ireland, in all industries. We asked about their potential for growth and the barriers to that growth. What are their challenges around hiring staff, if any? This report will detail those responses and our recommendations based on the findings
The Ultimate Guide to Employee EngagementGary Skipper
Employee engagement has many benefits to an organisation including improved productivity, retention, ideas creation, customer service, team work & loyalty.
But how do you create an environment where staff want to proactively provide a positive contribution to your business and passionately believe in its long term goals and objectives?
With more and more emerging entrepreneurs around us it has become really necessary to question, understand and evolve our idea of an organisation.
People matter and it is time organisations evolve their culture to be more inclusive towards people.
These four articles are an endeavour to share with you my thoughts on common issues faced in organisations and sometimes not talked about being perceived of as unsolvable.
Hope these articles enable you to make the organisation you are working in more inclusive and better.
The ultimate hiring tool box for small medium businessDaorong Lin
Recruiting and hiring the right candidates takes time, energy, and patience. As a small business, you’re already running on empty. That’s why we at LinkedIn developed this hiring toolbox full of forms, checklists, templates, and tips for you to use at each stage of your recruiting and hiring process.
Company Culture is your company’s personality. It is the shared beliefs, values and practices that make up your company and the unique way everybody at the company sees the rest of the world.A properly implemented company culture is necessary to help companies develop a well-defined market position.
The 10 most prominent corporate outbound training providersMerry D'souza
Insights Success, we bring forth companies that conduct these programs and help an organization strengthen their workforce. Allow us to present to you, The 10 Most Prominent Corporate Outbound Training Providers. These firms with their unique methodology are helping employees and their organizations to be productive, efficient and consistently helping them to deliver quality services to their customers.
On the Cover, we have, Take A Break.
The Insiders Guide to Employer Branding - 27 Best Practice InsightsKelly Services
Many of the old tools and strategies for building an authentic, globally relevant employer brand have been discarded, and new ones are taking over. Both the challenges and opportunities have grown almost in tandem, and it’s all happening at break-neck speed.
One thing is clear: employer branding has changed, dramatically.
Our Global Best Practice Xchange (BPX) Roundtable on the subject confirmed it. It was 90 minutes of rigorous discussion with eight seasoned professionals leading the way in employer branding innovation for their organizations. They shared their successes, mistakes and thoughts on their plans for the future.
So, if you are wondering if there’s a better, clearer way to lead your organization and practice through this change, this guide is for you.
Incorporating workplace development eLearning courses into your business is a great way to get the knowledge you need to successfully market and improve the productivity of your company. Get the knowledge and training your organisation needs to thrive for success. With these workplace development courses, they may just provide you with some extra valuable nuggets of information that can contribute towards your company achieving more success in 2021 and beyond.
If you are looking for an inexpensive way to train your staff or brush up on skills, whether you have 1 or 250+ employees then look no further.
Turnover costs companies millions each year that could be allocated into amazing employee engagement funnels within your Organization. Recruit with a Brand built on Retention #ROIrecruit
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.
Progressive - Building a compelling employer brandMark SThree
The ability to attract and retain the best talent in the market is key for any organisation, but never more so than in highly competitive sectors where niche skill sets are in high demand. Our guide to employer branding examines
how organisations can strengthen their relationship with existing and potential employees, and external
stakeholders through the effective communication of the brand’s values, personality and culture and creating a
strong employer brand.
How to Build a Stronger Happier Workplace - whitepapersmartOne Prepaid
The first thing employees refer to when rating their overall job satisfaction is their "work environment". Creating the right work environment is crucial to your brand within the corporate community.
Read "How to build a stronger, happier workplace" for insight and suggestions that can help you make a difference.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
Trigger Strategies - Brand Influence and Presence - The 3 Keys to the C-Suite...Neil Thornton HBA, MA
A new report for the Human Resource Professionals Association, directed to the Human Resource manager. Brand, Influence and Presence are the 3 keys to success.
In conjunction with our partners in this report – the Irish Small and Medium Enterprises Association (ISME); we surveyed 563 micro, small and medium businesses from across Ireland, in all industries. We asked about their potential for growth and the barriers to that growth. What are their challenges around hiring staff, if any? This report will detail those responses and our recommendations based on the findings
The Ultimate Guide to Employee EngagementGary Skipper
Employee engagement has many benefits to an organisation including improved productivity, retention, ideas creation, customer service, team work & loyalty.
But how do you create an environment where staff want to proactively provide a positive contribution to your business and passionately believe in its long term goals and objectives?
With more and more emerging entrepreneurs around us it has become really necessary to question, understand and evolve our idea of an organisation.
People matter and it is time organisations evolve their culture to be more inclusive towards people.
These four articles are an endeavour to share with you my thoughts on common issues faced in organisations and sometimes not talked about being perceived of as unsolvable.
Hope these articles enable you to make the organisation you are working in more inclusive and better.
The ultimate hiring tool box for small medium businessDaorong Lin
Recruiting and hiring the right candidates takes time, energy, and patience. As a small business, you’re already running on empty. That’s why we at LinkedIn developed this hiring toolbox full of forms, checklists, templates, and tips for you to use at each stage of your recruiting and hiring process.
Company Culture is your company’s personality. It is the shared beliefs, values and practices that make up your company and the unique way everybody at the company sees the rest of the world.A properly implemented company culture is necessary to help companies develop a well-defined market position.
The 10 most prominent corporate outbound training providersMerry D'souza
Insights Success, we bring forth companies that conduct these programs and help an organization strengthen their workforce. Allow us to present to you, The 10 Most Prominent Corporate Outbound Training Providers. These firms with their unique methodology are helping employees and their organizations to be productive, efficient and consistently helping them to deliver quality services to their customers.
On the Cover, we have, Take A Break.
The Insiders Guide to Employer Branding - 27 Best Practice InsightsKelly Services
Many of the old tools and strategies for building an authentic, globally relevant employer brand have been discarded, and new ones are taking over. Both the challenges and opportunities have grown almost in tandem, and it’s all happening at break-neck speed.
One thing is clear: employer branding has changed, dramatically.
Our Global Best Practice Xchange (BPX) Roundtable on the subject confirmed it. It was 90 minutes of rigorous discussion with eight seasoned professionals leading the way in employer branding innovation for their organizations. They shared their successes, mistakes and thoughts on their plans for the future.
So, if you are wondering if there’s a better, clearer way to lead your organization and practice through this change, this guide is for you.
Incorporating workplace development eLearning courses into your business is a great way to get the knowledge you need to successfully market and improve the productivity of your company. Get the knowledge and training your organisation needs to thrive for success. With these workplace development courses, they may just provide you with some extra valuable nuggets of information that can contribute towards your company achieving more success in 2021 and beyond.
If you are looking for an inexpensive way to train your staff or brush up on skills, whether you have 1 or 250+ employees then look no further.
Turnover costs companies millions each year that could be allocated into amazing employee engagement funnels within your Organization. Recruit with a Brand built on Retention #ROIrecruit
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.
Progressive - Building a compelling employer brandMark SThree
The ability to attract and retain the best talent in the market is key for any organisation, but never more so than in highly competitive sectors where niche skill sets are in high demand. Our guide to employer branding examines
how organisations can strengthen their relationship with existing and potential employees, and external
stakeholders through the effective communication of the brand’s values, personality and culture and creating a
strong employer brand.
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.
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-
.
Teams offer an easy way to tap the knowledge and talents of all employees to solve many of your companies problems. A team draws together employees from all different functions and levels of your organization to help find the best way to attack a specific issue. Many organizations have found that they can no longer rely just on management to guide work processes and company goals. Companies need to involve employees who are much closer to the daily problems and the companies customers. When employees gain more authority from top management, they tend to be more responsive to the customers’ needs and to resolve problems at the lowest possible level in the organization.
How to Use Social Media Content to Create Interest and CredibilityAlan See
"How to Use Social Media Content to Create Interest and Credibility" presented by Alan See at the Cincinnati American Marketing Association SIG meeting on January 15, 2015
Industrial Training at Shahjalal Fertilizer Company Limited (SFCL)MdTanvirMahtab2
This presentation is about the working procedure of Shahjalal Fertilizer Company Limited (SFCL). A Govt. owned Company of Bangladesh Chemical Industries Corporation under Ministry of Industries.
Immunizing Image Classifiers Against Localized Adversary Attacksgerogepatton
This paper addresses the vulnerability of deep learning models, particularly convolutional neural networks
(CNN)s, to adversarial attacks and presents a proactive training technique designed to counter them. We
introduce a novel volumization algorithm, which transforms 2D images into 3D volumetric representations.
When combined with 3D convolution and deep curriculum learning optimization (CLO), itsignificantly improves
the immunity of models against localized universal attacks by up to 40%. We evaluate our proposed approach
using contemporary CNN architectures and the modified Canadian Institute for Advanced Research (CIFAR-10
and CIFAR-100) and ImageNet Large Scale Visual Recognition Challenge (ILSVRC12) datasets, showcasing
accuracy improvements over previous techniques. The results indicate that the combination of the volumetric
input and curriculum learning holds significant promise for mitigating adversarial attacks without necessitating
adversary training.
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...Dr.Costas Sachpazis
Terzaghi's soil bearing capacity theory, developed by Karl Terzaghi, is a fundamental principle in geotechnical engineering used to determine the bearing capacity of shallow foundations. This theory provides a method to calculate the ultimate bearing capacity of soil, which is the maximum load per unit area that the soil can support without undergoing shear failure. The Calculation HTML Code included.
Courier management system project report.pdfKamal Acharya
It is now-a-days very important for the people to send or receive articles like imported furniture, electronic items, gifts, business goods and the like. People depend vastly on different transport systems which mostly use the manual way of receiving and delivering the articles. There is no way to track the articles till they are received and there is no way to let the customer know what happened in transit, once he booked some articles. In such a situation, we need a system which completely computerizes the cargo activities including time to time tracking of the articles sent. This need is fulfilled by Courier Management System software which is online software for the cargo management people that enables them to receive the goods from a source and send them to a required destination and track their status from time to time.
Hybrid optimization of pumped hydro system and solar- Engr. Abdul-Azeez.pdffxintegritypublishin
Advancements in technology unveil a myriad of electrical and electronic breakthroughs geared towards efficiently harnessing limited resources to meet human energy demands. The optimization of hybrid solar PV panels and pumped hydro energy supply systems plays a pivotal role in utilizing natural resources effectively. This initiative not only benefits humanity but also fosters environmental sustainability. The study investigated the design optimization of these hybrid systems, focusing on understanding solar radiation patterns, identifying geographical influences on solar radiation, formulating a mathematical model for system optimization, and determining the optimal configuration of PV panels and pumped hydro storage. Through a comparative analysis approach and eight weeks of data collection, the study addressed key research questions related to solar radiation patterns and optimal system design. The findings highlighted regions with heightened solar radiation levels, showcasing substantial potential for power generation and emphasizing the system's efficiency. Optimizing system design significantly boosted power generation, promoted renewable energy utilization, and enhanced energy storage capacity. The study underscored the benefits of optimizing hybrid solar PV panels and pumped hydro energy supply systems for sustainable energy usage. Optimizing the design of solar PV panels and pumped hydro energy supply systems as examined across diverse climatic conditions in a developing country, not only enhances power generation but also improves the integration of renewable energy sources and boosts energy storage capacities, particularly beneficial for less economically prosperous regions. Additionally, the study provides valuable insights for advancing energy research in economically viable areas. Recommendations included conducting site-specific assessments, utilizing advanced modeling tools, implementing regular maintenance protocols, and enhancing communication among system components.
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
Final project report on grocery store management system..pdfKamal Acharya
In today’s fast-changing business environment, it’s extremely important to be able to respond to client needs in the most effective and timely manner. If your customers wish to see your business online and have instant access to your products or services.
Online Grocery Store is an e-commerce website, which retails various grocery products. This project allows viewing various products available enables registered users to purchase desired products instantly using Paytm, UPI payment processor (Instant Pay) and also can place order by using Cash on Delivery (Pay Later) option. This project provides an easy access to Administrators and Managers to view orders placed using Pay Later and Instant Pay options.
In order to develop an e-commerce website, a number of Technologies must be studied and understood. These include multi-tiered architecture, server and client-side scripting techniques, implementation technologies, programming language (such as PHP, HTML, CSS, JavaScript) and MySQL relational databases. This is a project with the objective to develop a basic website where a consumer is provided with a shopping cart website and also to know about the technologies used to develop such a website.
This document will discuss each of the underlying technologies to create and implement an e- commerce website.
Vaccine management system project report documentation..pdfKamal Acharya
The Division of Vaccine and Immunization is facing increasing difficulty monitoring vaccines and other commodities distribution once they have been distributed from the national stores. With the introduction of new vaccines, more challenges have been anticipated with this additions posing serious threat to the already over strained vaccine supply chain system in Kenya.
TECHNICAL TRAINING MANUAL GENERAL FAMILIARIZATION COURSEDuvanRamosGarzon1
AIRCRAFT GENERAL
The Single Aisle is the most advanced family aircraft in service today, with fly-by-wire flight controls.
The A318, A319, A320 and A321 are twin-engine subsonic medium range aircraft.
The family offers a choice of engines
Automobile Management System Project Report.pdfKamal Acharya
The proposed project is developed to manage the automobile in the automobile dealer company. The main module in this project is login, automobile management, customer management, sales, complaints and reports. The first module is the login. The automobile showroom owner should login to the project for usage. The username and password are verified and if it is correct, next form opens. If the username and password are not correct, it shows the error message.
When a customer search for a automobile, if the automobile is available, they will be taken to a page that shows the details of the automobile including automobile name, automobile ID, quantity, price etc. “Automobile Management System” is useful for maintaining automobiles, customers effectively and hence helps for establishing good relation between customer and automobile organization. It contains various customized modules for effectively maintaining automobiles and stock information accurately and safely.
When the automobile is sold to the customer, stock will be reduced automatically. When a new purchase is made, stock will be increased automatically. While selecting automobiles for sale, the proposed software will automatically check for total number of available stock of that particular item, if the total stock of that particular item is less than 5, software will notify the user to purchase the particular item.
Also when the user tries to sale items which are not in stock, the system will prompt the user that the stock is not enough. Customers of this system can search for a automobile; can purchase a automobile easily by selecting fast. On the other hand the stock of automobiles can be maintained perfectly by the automobile shop manager overcoming the drawbacks of existing system.
Forklift Classes Overview by Intella PartsIntella Parts
Discover the different forklift classes and their specific applications. Learn how to choose the right forklift for your needs to ensure safety, efficiency, and compliance in your operations.
For more technical information, visit our website https://intellaparts.com
About
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Technical Specifications
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
Key Features
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface
• Compatible with MAFI CCR system
• Copatiable with IDM8000 CCR
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
Application
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
2. TABLE OF CONTENTS
Introduction ................................................................................................................................. 3
Building Talent In Your Organization........................................................................................... 6
Goal Alignment......................................................................................................................... 7
Skill Development................................................................................................................... 10
Talent Mobility ........................................................................................................................ 13
FAQ Related To Organizational Learning Strategies ................................................................ 16
3. INTRODUCTION
Practical experience is great, but sometimes formal training and development is still necessary
In the long run, the only sustainable competitive advantage an organization has is its ability to learn
faster than its competition. Effective managers realize that they cannot leave school as “A Manager-in-
a-Box” and never look back. They need to be lifelong learners ready to engage a lifetime of business
challenges. Many people will agree that practical experience is a great way to learn. In fact, if you’ve
been around the block a time or two, the old adage “experience is the best teacher” is probably
anchored in your mindset. When I reflect on my business training and development through practical
experience I always find Will Rogers’ perspective insightful, but also at times, troublesome.
4. Why troublesome? There is definitely a negative impact on individuals and organizations
when continuing education is downplayed or, even worse, when formal training and
development is completely discontinued. Let’s face it, formal training and development is
often necessary. When you hire employees, it would be convenient if they would be adept
at every skill the job requires or will require in the future, but that’s not realistic. Demands
change, so businesses have to adapt quickly, which means managers need to take on a
growth mindset. Managers with growth mindsets believe that they and their teams can
learn, change, and develop new skills as needed. They focus on building talent within their
organizations.
5. “Old dog, new tricks, no problem!”
Once asked to write a full story in just six words, legend has it that novelist Ernest Hemingway
responded: “For Sale: baby shoes, never worn.” I can express my full personal story in just six
words: “Old dog, new tricks, no problem!” Those six words explain my approach and attitude
toward marketing training and development. If you want to grow your personal brand and
career you’ll serve yourself and company well if you dedicate yourself to lifelong learning.
Marketing is as powerfully impacted by ongoing
technological changes as any field. Customer
Relationship Management, Business
Intelligence, Predictive Analytics, Marketing
Automation, Marketing Resource Management,
Big Data, and Social Media are just the
start. By the way, let’s not forget changes in consumer
behavior which often result in new regulations like: Do
Not Call, CAN SPAM, Do Not Mail, Do Not Track, Do Not
Collect, Do Not Deliver Directories and Opt Out, Opt In.
For this reason, CMOs must recognize the importance of
ongoing learning – for themselves and their staff – to
keep up with the latest marketing strategies, technology,
and relevant skills.
You don’t need to be in the training and development industry to realize that paying attention to
your own learning path and the learning paths of your staff members will provide a return on
investment. For example, social media works as a means of connecting entire organizations
with the market. That means new social and communication media involves the broader
learning strategy of your entire organization, and that lifelong learning is therefore central to
the success of your company.
6. BUILDING TALENT IN YOUR ORGANIZATION
Employees need to be prepared and motivated for the next challenge. Organizations
need the human capital infrastructure in place to give their workforce the right skills to
work on the right projects in the right roles. They do this through a focus on three key
talent management areas: goal alignment, skills development and talent mobility.
1. Goal Alignment: Strategy execution fails in large part due to differing goal
priorities. When your best people spend their valuable time doing a fantastic job
on all the wrong stuff, success will be elusive. Getting everyone on the same
page is a high-impact process.
2. Skills Development: You want your employees to do and build great things. But
are you building great employees? Great employees are built by great managers
who make training and development a priority.
3. Talent Mobility: Moving employees from role to role across leadership and
functional areas is common practice among organizations that understand the
need to quickly transform as business needs change. Talent mobility planning
must strike a balance between the needs of the organization (making sure key
roles have fully developed pipelines) and the employee (your best performers
will leave if they do not see new challenges).
These three processes are tightly intertwined. Talent mobility planning without
subsequent development is useless paper-pushing or wishful thinking. Goal alignment
without talent or development planning might mean you don’t have the people
equipped with the skills necessary to get the job done. Development that’s not driven
by organizational or career goals is likely to go unused and be a waste of time. The
outputs of these combined processes are nothing short of higher employee
engagement, higher productivity and higher profitability for the organization.
7. Goal Alignment
“There’s something wrong here. Something seems to be out of alignment.”
When something is out of alignment – like your car, your back or a door-jam – you can
feel it. And in most cases you probably seek immediate treatment because the wear
and tear on things that remain out of alignment can be physically, emotionally or
financially painful. The same is true for goal alignment in a company. When goals are
not aligned between employees and managers or among managers, you can be sure
the wear and tear on strategic organizational initiatives will be damaging.
Here’s a classic misalignment story between sales and marketing: A company is trying
to attract more new customers. Although everyone in the company agrees that new
customers would be a good thing, they differ on how to make that happen. Employees
in the sales department want a strategy that will uncover a “qualified, ready-to-buy right
now” sales lead. The marketing department too is interested in generating more leads
for the sales department, but the marketing department’s managers are focused on
preliminary steps such as what will attract more viewers to the company website and
what will engage more of those viewers to download information from the company
website or call and inquire about the services the company offers. The marketing
department’s efforts will not bear fruit overnight, but in time, the department expects that
the cultivation of prospects will generate higher quality sales leads with faster sales
cycles.
It won’t take long before those misaligned goals and strategies start to create internal
friction. You see, the sales department has a monthly quota to obtain and doesn’t
appreciate the longer-term lead strategy. Time and resources spent on nurturing
people who visit the company online seems like overkill to them. As a result, they
might not be willing to support other communication channels that serve the marketing
department’s engagement strategy. In other words, Twitter and Facebook may seem
like a waste of time to the sales department. Marketing therefore ends up working
without the support of sales, which cripples the company’s efforts to lure more
customers. Had the sales and marketing departments been working in sync, they
would have been attracting far more customers in the short and long term.
8. It’s fairly common for employees and entire departments to be out of sync. If you’re trying
to get a company’s employees to be aligned on its strategic goals, consider the following:
• Solicit input from all levels.
In setting goals, an organization benefits from
gaining the perspective of its employees; not
just hearing their ideas, but giving those ideas
respectful consideration. A company that
solicits ideas, wherever they arise, is a
company where creative achievers want to
work. Why not trust the employee who’s
answering a customer’s call, that he or she
may know an effective way of improving
customer loyalty? To be sure, not all ideas are
worth putting into place. Some are unrealistic
or too expensive, but some could prove to be
useful.
• Consider the company’s culture.
Whether a company’s goals are accomplished
hinges a lot
on the culture
of the company. An adaptive culture will be able to
make changes and grow in the desired direction. A
company with a culture that’s resistant to change
might pay lip service to the goal but in actuality ignore
it. The culture of an organization can evolve, but it
takes a lot of time and in some cases, the arrival of
new staff members. In creating company goals it’s
crucial to think about the dynamics of the
organization. Leaders can have a lot of influence in
creating a workplace culture that motivates, and that
in turn, leads the company to realizing its goals.
9. • Make sure everyone knows how he or she can contribute.
If you want employees to be focused and motivated, they need a clear understanding
of how their efforts serve the company’s short- and long-term goals. Those goals
should be tied into the objectives for individual performance. Employees want to love
their jobs. If they feel they are contributing to a goal that is meaningful to them, the
chances of them loving their job are far greater. They work hardest when they believe
in what they’re working toward. If only a cadre of top managers is fully versed in and
believes in the company’s goals, the rest of the staff may have little motivation to meet
them. The staff may even resent what seem like edicts from the top.
• Create clear and objective benchmarks for measuring progress.
If there are no concrete measures of progress, it’s tough to inspire employees to meet
the company’s goals. If the goal is to improve customer service, for example, the
company needs some specific measures of whether customers are more satisfied.
Sales are one measure but another might be how long customers are put on hold or
how many times they’re transferred.
10. Whatever goals an organization sets, they need to arise from the company’s core
values, and those values should be well defined and promoted throughout the
organization. So if a company values integrity, ambition, or respect, the goals they
establish need to be in sync with those ideals. The core values in a company aren’t
simply the promises written on the company website or posted on employee cork
boards, they’re the qualities modeled day to day in interactions between managers and
employees and between employees and customers. An organization’s leaders can have
a lot of influence in creating a workplace culture that motivates, and that in turn, leads
the company to realizing its goals.
Skill Development
“The only thing worse than training your employees and having them leave is
not training them and having them stay.” ~Henry Ford
When I tweet the quote below it’s not unusual for that tweet to get retweeted and
favorited several times.
It’s obvious that this statement by Henry Ford resonates with a lot of people.
Employees really do represent an organizations greatest asset and it’s important to
keep those assets up-to-date with proper training. The pace of technological change
calls for constant expansion of our knowledge base and the skills we bring to everyday
work assignments. Facebook and Twitter, which weren’t even around a decade ago,
are now such critical tools for marketing departments worldwide that if the employees
in the company’s marketing division aren’t savvy about how to Tweet or how to build
their Twitter site, the company is severely limited in its ability to lure new customers.
11. Companies whose employees are tied to older processes and technology are missing
the ability to mine information through faster and easier means. Employees who don’t
keep up on the latest applications are holding themselves back as they watch their
more competitive counterparts pass them by.
In a lot of professions, such as law and health care, continuing education is required to
keep practicing in the field. In the business world, it’s an unstated rule that employees
keep their skills current. But the challenge to keep up can seem overwhelming. There’s
so much to do as it is and so many deadlines to meet, how can a company and its
individual employees make time for learning and development? Fortunately, learning
can take place on a lot of fronts:
• Conferences/Classes: Employees can take classes or go to conferences and then
share what they learned by hosting a round table discussion.
• Blogs/Articles: Employees should be encouraged to read relevant blogs and articles
and keep professional contacts and associations. New tools and methods pop up
constantly and need to be evaluated.
• Mentoring: Employees can be paired up with mentors within the organization –
people who know more about a particular skill than they do.
12. • Cross-training: Cross-training or job rotation immerses an employee in new roles or
projects that can dramatically expand their horizons. Stretch assignments are a great
way to challenge an employee to reach out for new abilities in previously unexplored
areas.
These kinds of individual and collaborative learning exercises tend to happen routinely
when you put processes in place and make relevant learning resources available to a
workforce. Training opportunities are often what motivates employees to stay at a
company and attracts new staff members. Most people want to work for a company
that’s using cutting-edge technology and is willing to invest the time and money
necessary to ensure employees are up to speed even as technology changes.
Training does not always have to be expensive. Even with limited budgets, companies can
make learning opportunities widely available. Cross-training and mentoring come at little to no
cost and yet can prove to be incredibly valuable because much of what people learn happens
on the job, not in a classroom or at a conference.
Learning doesn’t simply allow staff members to enhance their abilities. It opens their minds to
possibilities they didn’t previously see. It may even give them renewed enthusiasm for their job.
And a company that goes out of its way to keep its employees trained is sending a powerful
message that it wants all of its employees to grow and believes in their ability to do so.
13. Talent Mobility
Cross-training for business survival
When I was much younger, I worked as a roughneck in the West Texas oil fields. The guys
I worked with dubbed me “college boy’’ because they knew I’d be heading back to school in
the fall. As you might guess I got to do the manual back-breaking jobs because I wasn’t
trained to operate any of the equipment on the job site. At the time, I thought they had the
easy jobs and I admired their skill, their ability to jump from the driver’s seat of one piece of
machinery to another and operate it with equal skill and ease. That got me thinking as I
stood under the Texas sun about the ability to perform different jobs at the same worksite,
how it made their day go by faster, and probably made them more valuable employees
because of their ability to quickly adapt in a fast moving and often dangerous environment.
Indeed, when Charles Darwin was referring to the “survival of the fittest,’’ he didn’t mean the
strongest or the fastest, but the most adaptable. The species that could adapt would thrive.
In organizations you could argue that the “fittest” employees – the most adaptable – are
those that are cross-trained. In most cases, cross-training is not only good for the employee,
but also for the employer. Cross-training employees is like having a disaster recovery plan
in place: You probably aren’t planning your daily schedules to have employees jump around
among jobs, but caught in a pinch, some employees would be capable and available to fill in
the gaps. In a small business, having cross trained employees could make the difference
between shutting down due to absent employees or staying open. The employee who’s
filling in may also offer insights on ways to improve on how the job is being done.
For an employee too, there are benefits to being able to fill in on a coworker’s job. He or
she knows more, can do more, and becomes potentially better positioned for a promotion or
a lateral move. In fact, knowing another person’s job could make the employee better at
performing his or her regular duties. I worked in sales for years before moving into
marketing. Now as head of marketing, I look at marketing campaigns through the lens of a
sales person. When I’m thinking of a marketing campaign I’m not only thinking about our
brand, but how the campaign will translate to more sales leads for our account executives.
14. It doesn’t sound like there is any downside; why not just cross train everyone? Not so fast. It
does cost money to implement a well-rounded cross-training program. And there is less
productivity while training occurs. In addition, a poorly implemented program can have
unpleasant consequences, such as:
• Decreased morale-if employees feel that they are in jeopardy of losing their jobs.
• Resentment-if employees feel that they are assuming more responsibility for the same pay.
• Confusion-if employees lose sight of their primary responsibilities.
• Loss of specialized knowledge-if employees spend all of their time learning a little
about everything.
A poorly managed program can also result in dissatisfied customers and possibly
even costly mistakes. Cross-training is not a successful strategy for every business.
But for those businesses where it seems to work the following steps are helpful:
1. Identify the tasks performed for various jobs and designate which ones
could be successfully performed by other employees.
2. Identify who is interested in participating in the program. It may be
counterproductive to force someone to participate. Decide how to deal with this
situation.
3. Cross-train members of the same team. My summer job in the oil fields
demonstrates how efficient teams become when they can step in to do significant
15. pieces of one another’s work. Also, it’s a natural learning process for one team
member to pick up skills from another.
4. Identify who has the competencies to perform the tasks designated as cross-
trainable in step 1. Specialized skills in some professionals (engineers, scientists,
programmers, lawyers, accountants) may be less available for cross-training than
others. Determine what proportion of team members’ job can be reasonably shared
with others.
5. Apply coaching skills to the process. Cross-training is at the challenging end of the
learning curve, involving major portions of employees’ jobs rather than a task or two.
Those who do the training – whether it is a fellow employee or the manager – need
to understand the appropriate coaching behaviors to apply at each stage in the
process.
6. Reduce workload during training and while tasks are being performed.
Otherwise, the people involved may feel resentful about the process.
7. Recognize and reward employees that have new skills and/or responsibilities.
8. Incorporate the cross-training process into an overall development plan for the employee.
The decision to move forward with a cross-training program is entirely your own, but it’s an
option that should be considered nonetheless. You know your business and you know your
management team. Ask them how they think their people would respond to the program and
weigh your options from there. There’s certainly risk with cross-training, but the rewards can be
substantial.
16. FAQ RELATED TO ORGANIZATIONAL
LEARNING STRATEGIES
Question 1: How do you improve learning motivation and
participation within an organization?
Enabling employees to succeed in a fast-changing business environment should be
central to every organization’s strategy. After all, when employees are properly
equipped with the right set of skills, they’re best positioned to add maximum value to
both the organization and its customer base. Are education, training, and lifelong
learning for your workforce important to your company? Or do I really need to ask if
your workforce is truly motivated and engaged as learners?
In a typical company, learning nuggets are accessed in clumps in various places, with
all sorts of gaps in between. One or more people in a work group will take advantage of
opportunities and information will be shared with others in the group. Some managers
inform their teams and encourage participation, while others don’t. With the typical hit-
and-miss approach, many employees at various levels never find out about
opportunities to sharpen their skills that would otherwise be available to them. With rapid
changes in technology and business processes, new training can be a matter of
someone keeping a job or being left behind. However, it’s interesting that when
employees hear that they need new training, their first response can often be a yawn or
a grumble. People don’t always see training as an opportunity. Instead, training can feel
like a hassle, like one more thing added to a mounting list of responsibilities.
17. In order to improve learning participation and motivation try some of the following:
• Have each employee complete a survey regarding his or her learning needs and interests.
• Route the results through the employee’s manager to add items the manager
feels are important either for current or future projects.
• Assign learning resources based on the personalized needs of each employee.
• Provide time on the schedule to complete training, shadowing, mentoring, or other
learning activities.
• Track usage and completion of learning tasks.
• Allow employees to update their learning profiles on an ongoing basis to
reflect their progress and changing needs.
Companies that take the above steps dramatically broaden employee growth and
development across the organization. Usage of one resource – elearning – has been
reported by corporations as the second most valuable training method that they use.
This is no surprise, given that e-Learning saves businesses at least 50% when they
replace traditional instructor-based training with e-Learning.
18. Question 2: How do you conduct a powerful
and effective performance review?
As soon as I bit that piece of candy I knew it was trouble. Yes, I chipped a tooth and that
meant a trip to the dentist. The process of getting a crown wasn’t that bad though. Then
again, I used noise cancellation headphones to drown out the sound of the drill. I also
asked the dentist to use both Novocaine and Nitrous Oxide. In short, you could say that
I really didn’t want to be there. So where does the phrase “I’d rather go to the dentist
than [you fill in the blank]” come from? What type of task or obligation is so hideous that
you’d rather subject yourself to a root canal than deal with the event? A simple search
uncovered a few examples:
• According to research from an insurance company 39% of women would rather go
to the dentist than talk to their spouse about their daily finances.
• According to a travel survey 54% would rather go to the dentist than sit in the
middle seat on an airplane.
• 40% of Americans think filling out income tax forms is worse than going to the dentist.
• According to a technology company survey 40% said they would rather go to the
dentist than deal with poor customer service.
Where do you stand on the following statement?
“I’d rather go to the dentist than do a performance review.”
19. For many people this statement rings true. And it’s often the case for both the giver and receiver
of the review! The performance review is a high-stakes conversation for both parties. The risk of
frustration, disappointment and even anger is possible if not approached correctly. How do you
conduct a powerful and effective performance evaluation? How do you approach your own
evaluation? Here are my approach considerations for both sides of the evaluation desk:
Giving
1. An effective boss will not save his constructive criticism for the annual evaluation, but
will be offering feedback throughout the year. Reduce the stress by making your
reviews a process rather than once-yearly events. Nothing in the evaluation should be
a complete surprise to the employee, so if you check-in via brief meetings on a
quarterly basis you can inspire small incremental changes along the way when
needed.
2. Talk about goals and talent development as part of your appraisal. These topics
introduce positive feelings and the sense of working together to develop skills and
align tasks. In addition, find at least one or two aspects of their job performance that
are good and start there. We all need validation. That enables you to come across
as fair and helps the person being reviewed to be receptive to hearing about the
areas that he or she needs to improve on.
3. Tie your performance reviews in with career planning, succession planning, and
leadership development. The review can become a fountain of opportunities, in
many cases, that will prompt employees to participate enthusiastically. But
remember, criticism, even legitimate criticism, is hard to take, so be as diplomatic as
possible in how you word the person’s weaknesses. Make it “you can improve this”
rather than “here’s where you messed up.”
4.Make sure to ask the employees how they feel about their own performance and
ways you could be a better boss to them. A humble boss is a boss people want to
work for and work hard for.
20. Receiving
1. Recognize the difference between feedback and criticism. Your manager is
probably trying to help you improve for the coming year rather than penalizing you
for the past. And that’s something you want to do, right? So, even if you have been
excelling, try not to go into the evaluation expecting only to be showered with
praise.
2. Listen first and try not to react immediately after hearing criticism. Take a day or
two to absorb it and then get back to your boss with a response if you feel the need
to. Time will allow you to respond rather than react.
3. Look past the critical language to see the basis of the criticism, and strive to
understand it. Try to develop empathy for your boss who has the tough job of trying
to assess your performance. Empathy goes a long way toward helping you be
receptive to what he or she is saying.
4. Use “I” statements to keep things more objective. “What I hear from your feedback
is that I sometimes invite too many people to my meetings.” Couple this kind of
sentence with another “I” statement that suggests specific things you can do
differently. “What I could do is invite fewer people and then provide a summary of
the meeting to my team.”
5. Take advantage of opportunities for setting clearer goals and developing your
skills. One approach is to sit down after your meeting, consider the constructive
feedback, and come up with a few ideas for developing your skills in those areas.
You can then bring those up with your manager.
Criticism is both hard to give and hard to take. We want people to like us. We want to
succeed. So it can be difficult to tell an employee something he or she may be
disappointed to hear and it’s equally difficult to be on the receiving end of that criticism.
But disappointment, even frustration, can teach and can help motivate change. So be
brave and know that, at least evaluations (unlike a trip to the dentist) should not leave
you with the fear of leaving with a fat lip!
21. Question 3: How do you build a learning organization?
Only small amounts of the learning people do in their jobs takes place in a classroom.
In fact, the 70/20/10 Learning and Development Model based on research by Michael
Lombardo and Robert Eichinger for the Center for Creative Leadership suggests the
following ratios:
• 70% of learning occurs through experience.
• 20% of learning occurs through others.
• 10% of learning occurs through formal training.
Based on the numbers above it appears that on-the-job training is at the head of the
class. However, as a manager you can foster organizational growth and help your
direct reports with career development when you do the following:
1. Do not take a “one size fits all” approach to training. Instead, you need to take the
time to understand what each individual needs, so that you can provide the right
training for the right people.
22. 2. Work with your direct reports to set development goals, and match appropriate
mentoring, job rotation, coaching, and other activities to the goals you set together.
3. Tie development goals to the business goals of your work group, department, or
company. Development is more likely to be taken seriously when clear connections
are made to the goals of your business.
4. Cultivate a culture of learning and development. When managers support
development and follow through with their employees, the benefits quickly become
apparent and other managers and employees follow suit.
5. Look beyond the skills an employee currently has. Many skills are transferable. The
job an employee is currently performing may not be the only fit or the best fit for
that employee.
6. As employees learn new skills, modify the levels of direction and collaboration you
provide. New skills and tasks tend to require a lot of manager involvement.
However, when the employee achieves proficiency and becomes confident, he or
she typically wants a commensurate level of autonomy and responsibility.
Confidence grows with successful adoption of an autonomous role.
If you don’t want your employees to stagnate, it’s important to ensure that they stay on a
learning curve of some kind. Giving them chances for training on a regular basis will
enable them to feel like they’re growing and that could discourage them from looking for
opportunities outside the company.
23. Question 4: Do mentoring programs work?
In a fast changing business environment do “I remember when” or “when I was your
age” stories have value? My twenty something year old children listen to my stories –
sometimes. My twenty something year old direct reports listen. Of course I also do
their performance reviews, so they might feel compelled to do so. Do you think these
less senior people are occasionally tempted to roll their eyes during some of those
stories? Actually, I’d be surprised if they weren’t because I know I was when I was
their age.
I’m not put off by an occasional eye roll. For me it signals that the message has been
received, and in truth I probably told that story knowing that would be the reaction.
Besides, time goes by fast, meaning it won’t be long before today’s less senior
people have eyes rolling at them. That’s the way it’s supposed to work when you’re
mentoring the next in line.
24. If you have direct reports what are you doing to mentor them? Mentoring is one of the
oldest and most powerful training methods, and is an essential leadership skill. In
addition to managing and coaching people, it’s important that you can help others learn,
grow and become more effective during their professional development. Here’s what I
loved about some of my past mentors:
1. They didn’t provide all the answers. They listened first, and then asked questions
while weaving in stories to help me see options without choosing one for me. Yes,
sometimes I was tempted to roll my eyes because I just wanted the right answers
now and didn’t want to figure out the moral of the story.
2. They weren’t afraid to let me learn through failure. I can still remember hearing
“Alan, sometimes you just have to let people do stupid stuff.” Now don’t get me
wrong. I know for a fact that my mentor carefully examined the pros and cons of
certain failure. And he wasn’t really calling me stupid. He took stock of the risk and
was OK with letting me learn through failure. And learn I did.
3. Coach + Mentor equal an added bonus. Work often has two dimensions.
The task at hand (how the job should be performed) for which coaching was just
fine. But there can be political elements (how to work with people and functional
areas impacted by an assignment) as well. My coach/mentor’s insight on
interpersonal dimensions was extra valuable.
4. They were lifelong learners and inspirational individuals because they
led by example. They had a passion for learning and sharing knowledge and their
attitude of “the more you give the more you get” was infectious.
My hat is off to our next leaders, and to their mentors. Now, let the story telling
and eye rolling begin.
25. About The Author:
Alan See
Marketing at Eco engineering, Inc
Recognized as one of the “Top 50 Most Influential Chief
Marketing Officers on Social Media” by Forbes, Alan has also
been voted the American Marketing Association “Marketer of
The Year” for both Content Marketing and Social Media
Marketing. Alan holds BBA and MBA degrees from Abilene
Christian University.
Website:
https://ecoengineering.com/
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