Issues around the quality of teaching are coming into focus in our school system. We should be scrutinizing our workplace the same way.Read More
The point is that while experts have their processes and special methods, it is the leaders who determine their value and effectiveness.Read More
It’s time to rethink conventional approaches to corporate learning — particularly when more efficient and effective methods exist.Read More
While we continue to experiment with live interactive virtual learning for widely dispersed participants, I’ve had some thoughts about when a live class experience matters.Read More
Director of leadership development, Berkshire Health Systems, Pittsfield, MassachusettsRead More
I am in a new role as Talent Acquisition Coordinator and need some help. What is the best way (or ways) to identify key roles in my company going forward? The big issue is being better able to anticipate those skill and talent needs and take steps accordingly. It sounds simple but can be incredibly hard to get it right
—Anticipation, talent acquisition coordinator, telecommunications, Santo Domingo
How do we make our managers better at having difficult conversations with our employees? Sometimes it seems easier for them to gloss over tough topics rather than engage employees in discussion and uncover problem area. How do we convince them to probe below the surface without interrogating employees? We'd prefer to avoid mandating it as part of a manager's performance reviews.
—Touchy Subject, executive assistant, health care, Sydney, Australia
Which elements are most critical to an effective performance appraisal?
—Performance Boost or Bust, services, Dhaka, Bangladesh
A recent Aberdeen research report found that companies are including assessment tools in their efforts to identify high-potential talent, to develop workers' interpersonal and leadership skills and to set performance goals for their staff.Read More
My company underwent a recent merger that created a need for new managers. Our organizational structure also is changing to run much flatter. The newly merged organization is looking for a way to identify candidates for the new management jobs. Historical data on performance either is lacking or not available. How do we go about the task of assessing which employees to interview for the management roles?
— Data Blackout, organizational development specialist, manufacturing, Teaneck, New Jersey