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Archive for the ‘Talent Management’ Category

by Reni Gorman

I have been designing and delivering learning interventions for nearly 20 years (dare I say), and I always tell my clients that the learning intervention is just the start of creating change in behavior. There are many other components and models but I boil it down to the most necessary:

1. Goal setting—people need to know what is expected of them. Sounds simple? Too simple? I agree and yet many people do not even consider it. I have seen this assumption so many times. We as learning professionals know better than to make assumptions. Help your clients check their assumptions! All you have to do is randomly ask a couple of learners. If goals are not clear then depending on the level of behavior change needed you can address it multiple ways:

  • The easiest and the simplest is a communication strategy and plan, however that is only for simple changes, like learning to use new software.
  • If, on the other hand, you are changing your sales model, a pretty important and difficult change, you need a change management strategy and plan.
  • Finally if you are totally reengineering the way people work because of, for example, a merger (not uncommon these days) then you need a new or adjusted performance management strategy and plan in addition to a change management strategy and plan.

 

2.  Learning intervention—I think we all have this one down!

3. Reinforcement and feedback—As we all know, learning is a process, not an event. Therefore, there always has to be some reinforcement and feedback to truly affect performance. This could manifest in: (more…)

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by Sherry Engel

 

I’ve struggled the last month or so to write a blog entry, trying to find that topic that “hits home”.  I want to blog about things that are truly important and meaningful to me. This weekend, through my own personal journey of growth in my faith, I discovered a great correlation between my personal journey for knowledge and the journey of those I help in corporate America.. 

I’ve been on a mission to learn and grow spiritually. I’ve been completing all of the “normal” learning activities….listening to teachings, reading, etc. However, as I reflect on my journey for knowledge, I find what has provided the most value for me are the discussions and sharing I have with my personal mentor. So why is it that a mentor carries so much value in my spiritual growth and how can we correlate that with learning in Corporate America?

Here’s what I’ve found:

My mentor is someone….

  • I trust won’t “think I’m stupid”, when I “ask the stupid question” 
  • I can bounce my ideas off of 
  • Who’s further along in their level of knowledge, so helps me to “stretch” to their level 
  • I can share the joy of my newfound learning with 
  • Who can encourage me when I feel like “I just can’t do it” 
  • Who helps me to personalize my learnings to my specific situation

 Look at those!  Wouldn’t it be great if we had a personal mentor in all aspects of our life?

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by Sherry Engel

Each year, at the beginning of my son’s basketball season, the coach gives a speech to all the parents. He says, “I promise if I have to discipline your child, I will always be fair. But that doesn’t mean that I will treat each child the same.” Now, at first glance, this may seem odd; however, if you examine your interpersonal relationships, you’ll find what works for one, may not work for another. Perhaps a one-size-fits-all approach isn’t the best philosophy to use in all of our interpersonal interactions with co-workers, managers, clients, family members, or friends.

Reflect on some of your past relationships….think about a time you had difficulty relating to a new co-worker or manager. How did you work through that? The key is: If we can understand how a person inherently thinks, feels, and behaves as a unique individual, then we can be in a better position to relate to them. That’s why I’m such a strong proponent of Gallup StrengthsFinder.

Do you know your top 5 strengths? By using StrengthsFinder to identify your top 5 of 34 “themes/strengths” (such as Futuristic, Relater, Analytical, to name a few) and sharing these strengths with others, you can work with them – or simply relate to them – in a whole new way.

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by Sherry Engel

I recently read an article titled Talent Intelligence: Cut Through the Chaos. So much of this article resonated with me. As learning professionals, we have started to talk about measuring the impact of learning.  However, as performance consultants, have we considered the overarching value of talent? This article discusses how to develop a strategy that answers two questions.

1.  What are we trying to impact and improve?

2.  What talent levers can be triggered to affect the desired outcome?

The article examines a Talent Intelligence Framework which when implemented helps organizations more strategically align their talent for business results. 

So how does a company begin implementing this framework? The article outlines the following five steps:

1.   Identify client stakeholders with talent decisions to make.

2.  Beg, borrow, and steal people with sufficient analytic and performance consulting competencies.

3.  Keep HR and non-HR stakeholder’s engagement through the talent intelligence life cycle.

4.  Standardize metrics and analytics definitions.

5.  Pick the most cost-effective tools to deliver metrics and analytics to stakeholders that need them.

Check out the full article! http://tiny.cc/YCd27

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