To drive results, create an environment where managers are pushing for more performance in a consistent yet humane way.
There is some inclination by our execs to want to enshrine a training policy to make sure training of employees takes place/gets done. I'm not necessarily opposed, but I also am not convinced it's going to help much. We want to boost participation rates, but I feel like forcing employees to seek out training could backfire.
—Development Dilemma, agriculture/forestry, Lagos, Nigeria
We have people of vastly different age groups in our workforce. What's the key to tailoring engagement to individual groups by age? What can we do to appeal to the varied and different interest among these groups?
—One Size Doesn't Fit, talent management specialist, services, Singapore
Employees at some point grow weary of the nonsense they inevitably must put up with: from a client, a customer, a co-worker, or pigheaded politicians.
The defending champion Seahawks are a deeply emotional team. Oregon coaches don’t believe in yelling at players to motivate them.
In this working world where getting 200 emails is considered a slow day, you have to consciously carve out the time and drink heavily from the commitment cup.
Is there any logical grouping or hierarchical order to the factors that impact talent management? For example, gaps include: A) imprecise career paths, B) engagement, C) skills development, D) subjective performance assessments, etc. Are there rules about which is foundational and which is built on the foundation?
—More than Theory, training and development leader, telecommunications, Quebec