PDI Ninth House provides leadership development solutions to help organizations develop leaders at all levels. Their approach uses engaging online learning combined with classroom application to deliver a blended learning process that is more effective and can reach entire organizations. Their solutions are customized to address specific business challenges like leadership development, talent retention, and adapting to change. PDI Ninth House uses world-class faculty and content combined with innovative delivery methods to provide measurable results for clients in terms of behavioral change, cost savings, and organizational performance.
GE Hones Its Leaders at Crotonville (Training magazine)Jacqueline Durett
The John F. Welch Leadership Center at Crotonville has trained GE leaders for 50 years. It focuses on applying lessons to business challenges. Courses last 3 weeks to a month now versus 3 months originally. Top executives still discuss values and initiatives regardless of role. Courses involve real-world problems and presenting to the CEO. Crotonville continues to evolve while maintaining GE's culture of performance and change.
Ensuring the succcess of your family businessBusiness Link
This seminar looks at the advantages gained by family businesses and will help you to capitalise on these strengths. Presented by Tony Haffenden, it also looks at some of the key challenges and suggests ways that they can be turned into positives for business growth and success.
New Zealand faces challenges in attracting skilled immigrants including an aging population, falling birth rates, and brain drain. It also struggles to attract and retain international students due to issues with how welcoming immigration policies are and how the country is perceived. There is no simple answer to what people want from work today as it depends on various factors like age, circumstances, values, and culture. Organizations offer various intrinsic and extrinsic rewards to motivate employees including pay, benefits, recognition, and opportunities for growth.
The document discusses high performance culture and its importance for business success. It defines high performance culture as constantly striving to improve and be the best.
It then provides three examples of organizations that have successfully implemented high performance culture: 1) Beames & Associates consulting firm requires all staff to deliver their best work. 2) They train staff by bringing in business leaders. 3) A boot camp run by Pro-Fit helps business owners stay physically fit and motivated through competitive training.
The document concludes by providing a checklist for business owners to assess if they have a high performance culture and identifies steps to develop one, which can double business results. Implementing a high performance culture requires setting goals, challenging yourself and your team
This document provides information about a two-day High Performance Leadership Workshop on November 22 and 23, 2012. The workshop targets supervisors and managers and aims to equip them with tools to build high performing teams. It will cover topics such as transitioning to leadership, value-driven leadership, using vision to inspire employees, leading change, and employee engagement. The workshop fee is PHP 7,168 for early bird registration and PHP 8,960 for regular enrollment. The facilitator, Edwin C. Ebreo, has over 15 years of experience in human resources and organization development consulting.
You will have new responsibilities as quality manager that require understanding different departments, monitoring key metrics, managing staff, and making more complex decisions. Your day-to-day work will change as you take on a leadership role setting goals and evaluating performance. While this promotion is an opportunity, you should also rely on specialists and support from those who promoted you as you adapt to your new managerial duties.
The document summarizes the kick-off of an action team working to improve outcomes for children in Carroll County. It discusses the establishment of 5 action teams focused on key areas like education, economic development, and health. The roles and values of action team members are outlined, including accountability, engagement, and ensuring community ownership of solutions. A change model is presented for developing desired outcomes and measures to track progress. The document provides examples of applying A3 problem-solving techniques to set targets and hypotheses for improving kindergarten readiness.
This document provides an agenda and summary for the March 9th meeting of BizWorld at Ben Franklin Intermediate School. It reviews profit equations and jobs in a corporation. The company of the week is Time Warner, Inc. It discusses incorporating new friendship bracelet companies and having them raise capital from a venture capitalist by pitching their business plans. The guest speaker is Mimi Kwan from ABC 7 KGO-TV.
GE Hones Its Leaders at Crotonville (Training magazine)Jacqueline Durett
The John F. Welch Leadership Center at Crotonville has trained GE leaders for 50 years. It focuses on applying lessons to business challenges. Courses last 3 weeks to a month now versus 3 months originally. Top executives still discuss values and initiatives regardless of role. Courses involve real-world problems and presenting to the CEO. Crotonville continues to evolve while maintaining GE's culture of performance and change.
Ensuring the succcess of your family businessBusiness Link
This seminar looks at the advantages gained by family businesses and will help you to capitalise on these strengths. Presented by Tony Haffenden, it also looks at some of the key challenges and suggests ways that they can be turned into positives for business growth and success.
New Zealand faces challenges in attracting skilled immigrants including an aging population, falling birth rates, and brain drain. It also struggles to attract and retain international students due to issues with how welcoming immigration policies are and how the country is perceived. There is no simple answer to what people want from work today as it depends on various factors like age, circumstances, values, and culture. Organizations offer various intrinsic and extrinsic rewards to motivate employees including pay, benefits, recognition, and opportunities for growth.
The document discusses high performance culture and its importance for business success. It defines high performance culture as constantly striving to improve and be the best.
It then provides three examples of organizations that have successfully implemented high performance culture: 1) Beames & Associates consulting firm requires all staff to deliver their best work. 2) They train staff by bringing in business leaders. 3) A boot camp run by Pro-Fit helps business owners stay physically fit and motivated through competitive training.
The document concludes by providing a checklist for business owners to assess if they have a high performance culture and identifies steps to develop one, which can double business results. Implementing a high performance culture requires setting goals, challenging yourself and your team
This document provides information about a two-day High Performance Leadership Workshop on November 22 and 23, 2012. The workshop targets supervisors and managers and aims to equip them with tools to build high performing teams. It will cover topics such as transitioning to leadership, value-driven leadership, using vision to inspire employees, leading change, and employee engagement. The workshop fee is PHP 7,168 for early bird registration and PHP 8,960 for regular enrollment. The facilitator, Edwin C. Ebreo, has over 15 years of experience in human resources and organization development consulting.
You will have new responsibilities as quality manager that require understanding different departments, monitoring key metrics, managing staff, and making more complex decisions. Your day-to-day work will change as you take on a leadership role setting goals and evaluating performance. While this promotion is an opportunity, you should also rely on specialists and support from those who promoted you as you adapt to your new managerial duties.
The document summarizes the kick-off of an action team working to improve outcomes for children in Carroll County. It discusses the establishment of 5 action teams focused on key areas like education, economic development, and health. The roles and values of action team members are outlined, including accountability, engagement, and ensuring community ownership of solutions. A change model is presented for developing desired outcomes and measures to track progress. The document provides examples of applying A3 problem-solving techniques to set targets and hypotheses for improving kindergarten readiness.
This document provides an agenda and summary for the March 9th meeting of BizWorld at Ben Franklin Intermediate School. It reviews profit equations and jobs in a corporation. The company of the week is Time Warner, Inc. It discusses incorporating new friendship bracelet companies and having them raise capital from a venture capitalist by pitching their business plans. The guest speaker is Mimi Kwan from ABC 7 KGO-TV.
Ask someone to name some management gurus and it’s a pretty safe bet that the name Bob Geldof won’t come top of their list. On the face of it, the rock star who sang about hating Mondays might sound like one of the most unlikely experts on management issues.
Hay Group invites you to its signature global business event - the International Conference. Slated to be held in Shanghai this year, the theme of focus is "Leading Transformation". Stay posted for more details on the event!
Pathwise Leadership Development Program - BrochureWorthwhile
Pathwise Leadership is a development program that teaches advanced leadership skills drawn from depth psychology and neuroscience. It aims to transform leaders and consultants by strengthening their abilities to foster cultures of results, innovation, and high-level thinking. The program identifies five levels of leadership development and focuses on the highest level, Level IV. It comprises monthly sessions over a year that cover ten essential skills using case studies and practice. These skills help leaders perceive underlying dynamics, motivate others intrinsically, and apply systems and archetypal thinking to complex problems. Completing the program certifies participants in Cultural Genesis consulting to help organizations achieve higher performance through improved thinking.
The document discusses an opportunity to create radical change in leadership through developing leaders' skills and mindsets. It describes Blue Sky's approach to leadership development, which focuses on developing competence, character, and creating behavioral change. Blue Sky's programs are focused on the essentials, deliver actual behavioral change, are measured and managed as a priority, and are owned and led internally. Their methodology engages leaders' heads and hearts through focused workshops and workplace learning to drive lasting change.
Certificate Global Business Leadership Brochure - GlobalNxt UniversityGlobalNxt University
This program provides participants with high-value skills to lead global teams and pioneer effective business strategy.
Employees will develop a keen understanding of current markets and operations in an increasingly dynamic and competitive business environment. Our comprehensive six-module approach covers topics that range from strategic management to global leadership.
Positive Leadership is a strategic leadership consulting firm that helps clients improve performance through aligning business strategy, leadership, and culture. They take a holistic approach, ensuring all components like vision, strategy, execution, and values are perfectly aligned. They conduct tailored engagements focusing on each component, provide real-time observation and feedback, and advise clients on an end-to-end basis. Their goal is to equip leaders with the skills and mindset to consistently deliver results through their Values of Positive Leadership, even in difficult business environments.
650 million Indians are expected to be online by 2020, driving growth in the beauty and hygiene industry. Digital influence is rising, with 2/3rds of beauty and hygiene spending expected to be digitally influenced by 2020 and 20% of sales moving online. Digital households spend twice as much on beauty and hygiene products compared to non-digital households, and have higher penetration of new categories. FMCGs need to plot their digital transformation journey to leverage opportunities online while addressing challenges of measuring return on digital investments and creating experiential shopping experiences.
BCG's 2014 Local Dynamos are formidable competitors, defeating foreign and local companies with a comprehensive understanding of their own backyards and a willingness to “go for it.” Global companies seeking to compete in these markets must emulate the characteristics of the Local Dynamos while emphasizing their core advantages as MNCs.
For further reading: https://www.bcgperspectives.com/content/articles/globalization_consumer_products_2014_bcg_local_dynamos_how_companies_emerging_markets_winning_home/.
Job evaluation is a systematic process that ranks jobs by comparing them based on factors like know-how, problem solving, and accountability. The Hay Guide Chart-Profile Method is one of the most widely used job evaluation systems. It evaluates jobs based on three factors - know-how, problem solving, and accountability - and assigns points to determine a ranking. The ranking can then be used to assess internal pay equity and compare pay levels to market data. However, critics argue the Hay system is complicated, emphasizes management roles, and may not be well-suited to collaborative work environments.
This document provides an overview of a leadership development program called "Reframing Leadership". The program is designed for senior executives and business leaders and teaches 21st century leadership skills. Participants will learn how to think differently, challenge assumptions, solve problems in new ways, deliver quick and effective change without disrupting the organization. The program is highly practical and interactive, with participants working to design small changes to address real issues in their organizations. It teaches skills like reframing strategies, overcoming resistance to change, and identifying strengths within the organization to minimize disruption and speed up change.
The program brochure describes a leadership development program with the vision of supporting learning leaders to stay flexible, handle challenges, and grow from mistakes. It focuses on developing four types of leaders: reflective leaders, connected leaders, agile leaders, and visionary leaders. For each leader type, it provides an overview of the learning goals and activities, which include assessments, coaching sessions, assignments, and exercises to familiarize participants with social media. The program is designed to be collaborative, with participants responsible for their own learning and contributors facilitating rather than teaching knowledge. It aims to be adaptive to participants' contexts and involve internal resources and external contributors.
The document summarizes McKinsey & Company's research on promoting gender diversity in organizations over several years from 2007 to 2012. Some of the key findings include: (1) Companies with more women in top executive positions tend to have better financial performance; (2) Leadership behaviors more commonly seen in female leaders (such as people development) improve organizational health; (3) Getting more women into leadership requires action at societal, governmental, company and individual levels.
An immersive workshop at General Assembly, SF. I typically teach this workshop at General Assembly, San Francisco. To see a list of my upcoming classes, visit https://generalassemb.ly/instructors/seth-familian/4813
I also teach this workshop as a private lunch-and-learn or half-day immersive session for corporate clients. To learn more about pricing and availability, please contact me at http://familian1.com
Modern Learning in Action, The Home DepotTerry Barber
Jimmy Parker, the Director of Leadership Experience, and Larry Mohl, Co-Founder and CEO of Jubi, Inc, a learning transfer platform, presented this case study at ATD 2017, Atlanta.
Workshop on training needs assessment & programme development 1oluwole olanrewaju
This document outlines an agenda for a workshop on training needs assessment and program development held from March 20-22, 2012. The workshop will cover topics such as defining training needs assessment, different approaches to needs assessment, designing needs assessment templates, identifying individual and group needs, and designing appropriate training interventions. Participants will learn how to conduct a needs assessment, analyze training gaps, and develop training programs to address identified needs. The workshop aims to equip HR practitioners with skills in learning and development functions and conducting effective needs assessments.
3 Conversations For Designing a Self-Sustaining Talent Management Process David Lipsky, PhD
This document provides guidance on designing a self-sustaining talent management process. It emphasizes focusing conversations around why an organization exists, what its strategy is, and how it will execute its process. Sample frameworks, templates, and processes are presented to link leadership competencies to organizational goals and ensure a continuous supply of talent through succession planning and development. The goal is to create an integrated, flexible process that leads organizational growth while maintaining excellence.
5 Barrier to Effective Employee Training Programs and How to Crush Them | Web...BizLibrary
Even in organizations where training and development priorities are closely aligned with business goals there’s plenty of room for improvement.
So, the question is what barriers do we need to be overcome if training and development departments are to increase the value they add to workforce performance and productivity, and remain relevant?
In this webinar we'll outline the 5 barriers to effective training and development programs and best practices for overcoming those barriers.
1. Efficiency - leveraging technology
2. Status Quo - inertia and risk aversion.
3. Convenience - throwing training at the problem and hoping it works.
4. Training Mindset - moving from a focus on training to performance.
5. Manager Support - managers are the single most important factor in improving employee performance.
www.bizlibrary.com/webinars
The document outlines plans to transform a company's people development strategy. It discusses reviewing the existing strategy, designing a new framework based on principles like embracing new technology and getting value from interventions. The new strategy would include a learning platform with various resources and a development cycle tying skills levels to support. It also discusses measuring impact and integrating gamification into the learning experience. The overall goal is to quickly get new employees productive and maintain skills through continuous learning.
This presentation describes how companies with great leadership teams encourage intense leadership engagement. It explores the Leaders As Teachers approach, and specifically the practices at McCain Foods. Ed Betof, author of "Leaders As Teachers" also offers insights.
This document discusses integrating workforce development into curricula. It describes Los Angeles Valley College's Job Training program, which has placed over 20,000 individuals since 1994. The document outlines a successful partnership between Job Training and Baxter Biotechnical to develop a 5-week training academy for new hires. Over 80 individuals completed the training and 75% were hired by Baxter. It also describes a 7-week leadership training program for 600 incumbent Baxter workers. The document concludes by discussing the importance of continually improving programs, having shared visions of success, and flexibility in partnerships.
Ask someone to name some management gurus and it’s a pretty safe bet that the name Bob Geldof won’t come top of their list. On the face of it, the rock star who sang about hating Mondays might sound like one of the most unlikely experts on management issues.
Hay Group invites you to its signature global business event - the International Conference. Slated to be held in Shanghai this year, the theme of focus is "Leading Transformation". Stay posted for more details on the event!
Pathwise Leadership Development Program - BrochureWorthwhile
Pathwise Leadership is a development program that teaches advanced leadership skills drawn from depth psychology and neuroscience. It aims to transform leaders and consultants by strengthening their abilities to foster cultures of results, innovation, and high-level thinking. The program identifies five levels of leadership development and focuses on the highest level, Level IV. It comprises monthly sessions over a year that cover ten essential skills using case studies and practice. These skills help leaders perceive underlying dynamics, motivate others intrinsically, and apply systems and archetypal thinking to complex problems. Completing the program certifies participants in Cultural Genesis consulting to help organizations achieve higher performance through improved thinking.
The document discusses an opportunity to create radical change in leadership through developing leaders' skills and mindsets. It describes Blue Sky's approach to leadership development, which focuses on developing competence, character, and creating behavioral change. Blue Sky's programs are focused on the essentials, deliver actual behavioral change, are measured and managed as a priority, and are owned and led internally. Their methodology engages leaders' heads and hearts through focused workshops and workplace learning to drive lasting change.
Certificate Global Business Leadership Brochure - GlobalNxt UniversityGlobalNxt University
This program provides participants with high-value skills to lead global teams and pioneer effective business strategy.
Employees will develop a keen understanding of current markets and operations in an increasingly dynamic and competitive business environment. Our comprehensive six-module approach covers topics that range from strategic management to global leadership.
Positive Leadership is a strategic leadership consulting firm that helps clients improve performance through aligning business strategy, leadership, and culture. They take a holistic approach, ensuring all components like vision, strategy, execution, and values are perfectly aligned. They conduct tailored engagements focusing on each component, provide real-time observation and feedback, and advise clients on an end-to-end basis. Their goal is to equip leaders with the skills and mindset to consistently deliver results through their Values of Positive Leadership, even in difficult business environments.
650 million Indians are expected to be online by 2020, driving growth in the beauty and hygiene industry. Digital influence is rising, with 2/3rds of beauty and hygiene spending expected to be digitally influenced by 2020 and 20% of sales moving online. Digital households spend twice as much on beauty and hygiene products compared to non-digital households, and have higher penetration of new categories. FMCGs need to plot their digital transformation journey to leverage opportunities online while addressing challenges of measuring return on digital investments and creating experiential shopping experiences.
BCG's 2014 Local Dynamos are formidable competitors, defeating foreign and local companies with a comprehensive understanding of their own backyards and a willingness to “go for it.” Global companies seeking to compete in these markets must emulate the characteristics of the Local Dynamos while emphasizing their core advantages as MNCs.
For further reading: https://www.bcgperspectives.com/content/articles/globalization_consumer_products_2014_bcg_local_dynamos_how_companies_emerging_markets_winning_home/.
Job evaluation is a systematic process that ranks jobs by comparing them based on factors like know-how, problem solving, and accountability. The Hay Guide Chart-Profile Method is one of the most widely used job evaluation systems. It evaluates jobs based on three factors - know-how, problem solving, and accountability - and assigns points to determine a ranking. The ranking can then be used to assess internal pay equity and compare pay levels to market data. However, critics argue the Hay system is complicated, emphasizes management roles, and may not be well-suited to collaborative work environments.
This document provides an overview of a leadership development program called "Reframing Leadership". The program is designed for senior executives and business leaders and teaches 21st century leadership skills. Participants will learn how to think differently, challenge assumptions, solve problems in new ways, deliver quick and effective change without disrupting the organization. The program is highly practical and interactive, with participants working to design small changes to address real issues in their organizations. It teaches skills like reframing strategies, overcoming resistance to change, and identifying strengths within the organization to minimize disruption and speed up change.
The program brochure describes a leadership development program with the vision of supporting learning leaders to stay flexible, handle challenges, and grow from mistakes. It focuses on developing four types of leaders: reflective leaders, connected leaders, agile leaders, and visionary leaders. For each leader type, it provides an overview of the learning goals and activities, which include assessments, coaching sessions, assignments, and exercises to familiarize participants with social media. The program is designed to be collaborative, with participants responsible for their own learning and contributors facilitating rather than teaching knowledge. It aims to be adaptive to participants' contexts and involve internal resources and external contributors.
The document summarizes McKinsey & Company's research on promoting gender diversity in organizations over several years from 2007 to 2012. Some of the key findings include: (1) Companies with more women in top executive positions tend to have better financial performance; (2) Leadership behaviors more commonly seen in female leaders (such as people development) improve organizational health; (3) Getting more women into leadership requires action at societal, governmental, company and individual levels.
An immersive workshop at General Assembly, SF. I typically teach this workshop at General Assembly, San Francisco. To see a list of my upcoming classes, visit https://generalassemb.ly/instructors/seth-familian/4813
I also teach this workshop as a private lunch-and-learn or half-day immersive session for corporate clients. To learn more about pricing and availability, please contact me at http://familian1.com
Modern Learning in Action, The Home DepotTerry Barber
Jimmy Parker, the Director of Leadership Experience, and Larry Mohl, Co-Founder and CEO of Jubi, Inc, a learning transfer platform, presented this case study at ATD 2017, Atlanta.
Workshop on training needs assessment & programme development 1oluwole olanrewaju
This document outlines an agenda for a workshop on training needs assessment and program development held from March 20-22, 2012. The workshop will cover topics such as defining training needs assessment, different approaches to needs assessment, designing needs assessment templates, identifying individual and group needs, and designing appropriate training interventions. Participants will learn how to conduct a needs assessment, analyze training gaps, and develop training programs to address identified needs. The workshop aims to equip HR practitioners with skills in learning and development functions and conducting effective needs assessments.
3 Conversations For Designing a Self-Sustaining Talent Management Process David Lipsky, PhD
This document provides guidance on designing a self-sustaining talent management process. It emphasizes focusing conversations around why an organization exists, what its strategy is, and how it will execute its process. Sample frameworks, templates, and processes are presented to link leadership competencies to organizational goals and ensure a continuous supply of talent through succession planning and development. The goal is to create an integrated, flexible process that leads organizational growth while maintaining excellence.
5 Barrier to Effective Employee Training Programs and How to Crush Them | Web...BizLibrary
Even in organizations where training and development priorities are closely aligned with business goals there’s plenty of room for improvement.
So, the question is what barriers do we need to be overcome if training and development departments are to increase the value they add to workforce performance and productivity, and remain relevant?
In this webinar we'll outline the 5 barriers to effective training and development programs and best practices for overcoming those barriers.
1. Efficiency - leveraging technology
2. Status Quo - inertia and risk aversion.
3. Convenience - throwing training at the problem and hoping it works.
4. Training Mindset - moving from a focus on training to performance.
5. Manager Support - managers are the single most important factor in improving employee performance.
www.bizlibrary.com/webinars
The document outlines plans to transform a company's people development strategy. It discusses reviewing the existing strategy, designing a new framework based on principles like embracing new technology and getting value from interventions. The new strategy would include a learning platform with various resources and a development cycle tying skills levels to support. It also discusses measuring impact and integrating gamification into the learning experience. The overall goal is to quickly get new employees productive and maintain skills through continuous learning.
This presentation describes how companies with great leadership teams encourage intense leadership engagement. It explores the Leaders As Teachers approach, and specifically the practices at McCain Foods. Ed Betof, author of "Leaders As Teachers" also offers insights.
This document discusses integrating workforce development into curricula. It describes Los Angeles Valley College's Job Training program, which has placed over 20,000 individuals since 1994. The document outlines a successful partnership between Job Training and Baxter Biotechnical to develop a 5-week training academy for new hires. Over 80 individuals completed the training and 75% were hired by Baxter. It also describes a 7-week leadership training program for 600 incumbent Baxter workers. The document concludes by discussing the importance of continually improving programs, having shared visions of success, and flexibility in partnerships.
Leadership Position in Technology Entrepreneurship & Commercialization May 31...Mark Anthony Suarez
The document outlines opportunities to engage with the Technology Innovation Management (TIM) program at Carleton University to help achieve its leadership goals in technology entrepreneurship and commercialization. It identifies seven proof points that demonstrate TIM's leadership, including having 100+ students enrolled, publishing the TIM Review journal with 10,000 readers, training 80 founders and interns per year, and supporting various ventures and initiatives. The document encourages engagement through activities like recruiting and mentoring students, contributing to the TIM Review, and providing support to TIM ventures and projects.
Unlock Employee Potential With CoachingKim Freedman
1. The document discusses how coaching can help unlock employee potential and improve organizational performance metrics like revenue, retention, satisfaction, and sales.
2. It defines coaching as a partnership where the coach asks questions to help clients find their own solutions and maximize potential, rather than giving advice. Coaching differs from consulting, mentoring, counseling, and traditional management in focusing on the future and empowering self-motivation.
3. Effective coaching skills include listening, asking open-ended questions, and developing trust and accountability with clients to help them achieve their goals. Coaching programs have grown in popularity due to associations with higher performance, engagement, and leadership development.
2017 UK Employee Engagement Conference in association with People InsightMatt Manners
This is the collection of the majority of presentations shared to a captive audience in London on March 01, 2017. They cover UK finalists & winners of the coveted Employee Engagement Awards, as well as, thought leading experts in CX, Performance & Recognition.
Learning Pool Public Sector Learning Conference Charles Jennings FinalLynn Jennings
1. The document discusses building successful technology-enabled learning and development strategies. In 2007, US organizations spent $134.39 billion on employee learning and development but only 10% of training expenditures resulted in actual job transfers.
2. It outlines seven underpinning principles for effective learning and development strategies, including aligning with business strategy and focusing on real adult learning. Learning strategies must contribute to business growth, productivity, transformation, and be cost-constrained.
3. Speed to competence is a critical measure for learning and development strategies to effectively and efficiently help employees learn and apply new skills.
The document provides strategies for attracting, developing, and retaining top talent. It discusses the high costs of miss-hires for managerial positions and outlines best practices for recruiting top talent, including employee referrals and targeting top recruiters. It defines three levels of talent - A, B, and C players - and emphasizes the importance of attracting and retaining A-level top talent. The document also discusses principles for effectively rewarding top talent, such as aligning rewards with business goals and integrating different reward tools. Finally, it suggests that retaining top talent requires understanding what they want, such as a challenge, fun at work, and opportunities for growth.
This document summarizes the role of a recruiter. It discusses how the role has transitioned from traditional to more contemporary functions. Traditionally, recruiters focused on sourcing and screening candidates, coordinating interviews, and maintaining candidate databases. However, now recruiters also take on roles like learner, planner, marketer, educator, and networker. They must develop competencies in areas like decision making, communication, and customer sensitivity. Building an effective talent community requires using both recruiting art and science.
LEAP (Learning Experiences for Advanced Performance) is an action learning approach developed by Shaheen Tejani that focuses on active, learner-centered training methods rather than passive delivery of information. It aims to improve learner performance by putting the learner in charge, allowing knowledge discovery through problem-solving activities rather than passive delivery, developing mental agility, and practicing new skills. LEAP uses techniques like role plays, cases studies, and simulations to engage learners and has been shown to improve retention of skills and behaviors compared to traditional lecture-based trainings.
The document summarizes an Ivey First-Time Manager Program that provides a 4-day in-residence program for newly promoted or early career managers. The program focuses on essential skills for leading people such as performance management, communication, and personal leadership. It utilizes case studies, workshops, exercises and role-playing scenarios. The goal is for managers to learn best practices for hiring, providing performance feedback, handling conflict, and developing an action plan to become more effective leaders.
Despite Learning measurement frameworks like Kirkpatrick and Philips ROI that have been around for so many years, defining meaningful measures still continues to be a big challenge for L&D. ‘E’ has become the most ignored in ADDIE.
We talk to an experienced panel about the unsatisfactory current state and what needs to be done to improve the importance, visibility and value of measuring Learning effectiveness in the real world. We focus on how to collect actionable insights about learning effectiveness: not only seeking to answer, did learning achieve the desired or intended result, but also why/why not.
Pearl strategy will make you resilient to disruption!
Organizational culture and people are the only competitive advantage in this time of disruption of business models.
Pearl is based in 5 principles: Performance, Empowerment, Accountability, Responsiveness and Locally embedded.
Employee Training and Development: How to Measure Effectiveness and Impact - ...BizLibrary
According the ASTD 2013 State of the Industry, overall spending on employee training in U.S. organizations is $164 billion, the average cost per learning hour used is $89 and the cost per learning hour available is $1,772.
How can we make sure the investment of time and resources is making a positive business impact? How can we measure the effectiveness of our training initiatives?
In this webinar we'll review:
Training metrics - where we've been and where we're going
How to determine goals and key indicators
How to create a measurement plan for your program
www.bizlibrary.com/webinars
Kforce Personal Development Programme (Willis)Jason Tenebro
The document outlines a training program for Kforce Global Solutions employees. The mission is to improve soft skills and professionalism through a 6-hour classroom training program. It will take place over 3 days for 2 hours each day. The vision is to prepare employees for changes and make them more competent communicators. A timeline, directives, limitations, and deliverables are provided. Objectives include improving skills, promoting competency, effective presenting and writing. Strengths, weaknesses, opportunities and threats are analyzed. A root cause analysis process and call behavior goals are defined. Training topics and a program evaluation are included to support continuous improvement.
3. THE CHALLENGE: How do you deliver effective and sustainable
performance development to leaders
at all levels of the organization?
Organizations can no longer afford to provide quality leadership development to employees only once they’ve reached the ranks
of senior management. Too much has changed. Critical decisions today are made daily in cubicles and home offices—not just the
board room. And technology is connecting front-line employees directly with your most important clients—globally. The bottom
line: developing effective leaders at all levels of the organization is no longer a secondary priority; it’s a matter of survival.
Yet few organizations are adapting their employee development systems to sufficiently address this most basic need. Individual
training rarely aligns with the organization’s real needs. Traditional classroom delivery focuses on one-time events vs. a sustainable
process. And limited budgets force HR to reserve sophisticated blended programs for high-potential employees, leaving web-based
resources, IT training and limited classroom space for the rest.
Your employees deserve better. PDI Ninth House has created a fresh approach to leadership development that appeals to the in-
telligence of today’s workers while engaging their hearts like an Oscar-winning movie. By integrating best-in-class content into
engaging online learning and practical classroom application, we deliver a blended learning process that can reach the entire
organization. Not only is the PDI Ninth House approach faster and more cost-efficient than traditional training, it’s more effective.
At last, organizations can systematically develop leaders where they need them most—everywhere.
Great Content + Blended Delivery = Breakthrough Results
1
4. SOLUTIONS Job One: Aligning Development
with Critical Business Objectives
Organizations face a multitude of challenges to survive in today’s global economy. The impact of automation, downsizing and
global outsourcing has put enormous pressure on leaders to achieve greater results with fewer resources. Employees now need
advanced skill sets that enable them to constantly innovate, adapt, and manage others through a turbulent environment. PDI Ninth
House partners with your organization to implement customized leadership development solutions and address its unique business
issues.
TOP BUSINESS ISSUES ADDRESSED BY PDI NINTH HOUSE
Leadership and High-Potential Development
Organizational leaders and high-potential employees take action. They proactively seek out creative solutions to emerging problems
and inspire those around them to do the same. Organizations that develop these leaders internally develop greater management
bench strength. They reduce the cost of hiring from outside, and motivate employees to their greatest potential. PDI Ninth House
solutions show emerging leaders how to develop their own strengths, how to lead different types of teams, how to resolve conflict
and increase productive communication, and how to initiate and manage change instead of reacting to it.
Selecting, Developing and Retaining Top Talent
A high performance workforce is critical for success in today’s economy. And organizations that don’t actively and consistently
invest in developing their employees quickly find themselves unable to execute on key objectives. PDI Ninth House programs teach
managers how to identify the right talent for their team, how to coach and manage them to ensure their success, and how to con-
stantly align their employees’ needs with those of the organization for long-term motivation and retention.
Creating an Adaptive Organization
Companies must adapt and overcome to stay competitive. For business leaders struggling to keep their companies lean, innova-
tive, and competitive, the situation today is marked by constant change. PDI Ninth House addresses these issues with a series of
programs that present new ideas on how to empower innovation at all levels of the organization, how to lead and navigate through
change, and how to leverage data-based decision-making to drive breakthroughs in organizational thinking.
2
5. FACULTY World-Class Faculty
and Leadership Content
Great learning begins with great teachers. And when it comes to teaching, there is no substitute for real-world experience. The PDI
Ninth House Faculty represents today’s most experienced and influential business experts. They have spent years designing and ap-
plying their proven methods in organizations around the world. Through our Approach to Blended Learning, entire organizations can
now learn directly from the personal experience and stories of these great leaders.
P D I N I N T H H O U S E FA C U LT Y
David Allen
Ken Blanchard
David Bradford
William Bridges
Allan Cohen
Steven Covey
KEN BLANCHARD TOM PETERS
Jon Katzenbach
Mary Ann Kipp
Patrick Lencioni
Robert Levin
Tom Peters
Joseph Rosse
Peter Senge
Larraine Segil
Clifton Taulbert
PETER SENGE J O N K AT Z E N B A C H
B. Lynn Ware
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7. LEARNING DELIVERY Typical Learning Delivery
Versus Ideal Learning Delivery
With traditional training, 90% of a learner’s time is spent on the event of receiving the course content. Yet study after study has
proven that measurable changes in behavior come from applying, practicing and reinforcing new ideas. PDI Ninth House has
dramatically changed the standard “learning event” into an integrated and sustainable process. This empowers organizations by
allowing them to focus on their core compencies—reaching and exceeding their business goals.
TYPICAL LEARNING DELIVERY
alignment & application &
a
appl
pre-work reinforcement
r
rein
5%
% 90%
90% 5%
the learning event
IDEAL LEARNING DELIVERY
alignment & application &
app
pre-work reinforcement
rein
25%
25% 25%
25% 50%
50%
the learning event
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8. APPROACH
Effective and Sustainable Learning Delivery with PDI Ninth House
We provide a comprehensive, end-to-end employee development solution that is changing the way organizations think about “train-
ing”. By leveraging PDI Ninth House and its proven Five-Step Integrated Learning Process, organizations can tailor solutions to fits
their unique needs, and focus their energy on applying the new skills to address real business issues.
The PDI Ninth House Approach to Blended Learning
Plan—Customized Learning Strategy
Every organization is unique. And each learning
strategy must address its unique objectives. PDI
Ninth House partners with its customers to as-
sess their individual development needs, estab-
lish metrics for success and design an implemen-
tation plan that fits within their existing learning
processes and technology systems.
PLAN LEARN A P P LY
Learn—Self-Paced Learning
Individuals learn best at their own pace, engaged in a story that captures their imagination and models new behaviors in realistic scenarios. PDI
Ninth House courses, simulations and learning guides combine Hollywood-style interactive movies with accelerated learning theory to deliver an
entirely new way to learn.
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9. It’s All About Experience
Learning is an experience. Experiences change behavior. Behavior drives results. The process of designing blended learning began
at PDI Ninth House with an in depth look into engaging human experiences that capture the hearts and imaginations of learners—
blockbuster movies, interactive videogames, heart-stopping simulations, and personal trial and error all served as models for a
better learning experience that “sticks”… often times for life.
We unite the best of these online and interactive techniques and combine them with the community of the classroom to create an
effective blended learning experience that learners remember and put into practice.
Measure—Measurement of Behavioral Change and Business Impact
Measure and report real learning results, from retention and behavioral change to
productivity impact and ROI. With online 360-degree multi-rater assessments and an
integrated partnership with KnowledgeAdvisors® —the industry’s foremost leader in
learning measurement— PDI Ninth House makes it easy to track your initiative’s progress
down to the learner level and see the impact on the bottom line.
Sustain—Behavioral Reinforcement
Studies indicate that up to 85% of all learning is lost if not reinforced within 30 days.
With PDI Ninth House discussion tools and Instant Advice®, daily behavioral reinforcement
is as simple as point and click. A searchable and “emailable” catalog of over 450 inter-
active video modules provides real-time access to sound advice for today’s most common
SUSTAIN MEASURE business challenges.
Apply—Group Application Sessions
Behavioral change begins once learners can apply new skills and ideas to their real-world environment. The PDI Ninth House approach empowers
organizations to use their most expensive time, the time a group spends together, applying new ideas to solve real problems. With our classroom
materials, managers and facilitators can easily lead employee discussions and workshops tailored to fit their specific needs.
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10. Top 6 Reasons…
Why Organizations Select PDI Ninth House
For Leadership Development
1 Best Content
Top business and leadership gurus
Practical and relevant business issues
Research-based methodologies
2 Engaging Blended Delivery
Engaging courses and simulations
Classroom application materials
Reinforcement tools
3 Flexible Deployment
Highly customized solutions
Flexible pricing plans
Wide range of technical delivery options
4 World-Class Learning Services
Learning strategy, assessment and design consulting
Custom content development
Implementation and project management support
5 Ease-of-Use Transcend Run-of-the-Mill Learning
Robust administrative, management and reporting functionality
Complete set of facilitation and implementation materials
Online repository of tools and guidelines for easy access
6 Impact and Results
Reduces the time and cost of classroom training alone
Increases long-term behavioral change
Measurable business impact on retention and productivity
11. RESULTS
With Blended Learning from PDI Ninth House
Measurable, Repeatable ROI for Leadership Development
It takes a perfect combination of learning methodologies to achieve results— online, classroom, materials and content expertise.
We hold ourselves to a higher standard, and our customers reap the benefits. Join the growing list of industry leaders that are
achieving and showing a return on their learning investment with PDI Ninth House.
Behavioral Change—The United States Navy
Since implementing online training, more than 40,000 sailors have taken PDI Ninth House leadership courses. Those who completed the program
increased their knowledge and retention of leadership course material by over 44%. As part of an in-depth measurement study, the Center for
Naval Analysis Corporation (CNAC) also proved that our courses cost 94% less than traditional classroom training and can be completed in 1/10th
of the time. But most importantly, Navy personnel who participated in the PDI Ninth House training program demonstrated a statistically significant
improvement in on-the-job performance.
Cost-savings—The United States Department of Justice
After deploying to more than 4,000 learners, the Department of Justice estimated that training with PDI Ninth House saved them over $2,400 per
person when compared to the cost of traditional classroom training. That resulted in a $10M plus savings in the first two years alone. Furthermore,
the DOJ found that completing our programs took considerably less time than traditional classroom training—6 hours vs 40 hours—resulting in
even further cost savings and a measurable increase in productivity.
Organizational performance—Windsor Frozen Foods
Faced with a coming merger, Windsor needed to ensure a smooth transition and keep productivity high in the face of turbulent times. To assist in the
integration process, Windsor’s executive team deployed the Change Management solution suite from PDI Ninth House. By leveraging the techniques
and methodologies, Windsor’s leaders became trusted resources and coaches in this time of change. The effort resulted in minimal turnover and
accelerated the successful completion of the merger ahead of schedule.
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12. PDI Ninth House t (800) 824.1767 www.pdininthhouse.com
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