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
Even though we have fewer than 200 employees, how could our human resources function develop career paths for them?
—-Forward Thinker, HR director, publishing/communication/advertising, Dearborn, Michigan
A new survey shows 19 million employees are angling to change their jobs in 2013.Read More
We are paying to train and develop our employees, but many are leaving for other opportunities shortly after their training is complete. I know this is not uncommon, but it makes us wonder if we can force them to repay the money we've invested in them. Seeing them leave makes us wonder if training really is a retention tool. What should we do?
—Doubts About Training, assistant manager, human resources, construction, New Delhi, India
Rockwell Automation discovers the key to diversity training.
Most diversity programs only focus on the experiences of women and people of color, and there is rarely any role for white men beyond making them feel guilty, an expert says.
Flat training budgets present workforce challenges amid a flurry of regulatory changes.Read More
The hard truth about innovation is that it generally is not an overnight phenomenon. Try more like 2,000 days and nights.Read More
Our organization has four generations in our workplace. We need to change the way we deliver training and development so that our learners are engaged, interested and eager to apply their knowledge to their work. (Sometimes I see younger workers bored with the training and reading their portable devices rather than paying attention to the lecture.) As we design and deliver training, what steps should we take to achieve this objective, recognizing that different generations may learn differently?
—Generation Gap, health and safety officer, government, TorontoRead More