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CAREER DEVELOPMENT
Deloitte Reaches Across Generations
The consulting firm’s growth strategies
hinge on its ability to blend employees from four different
eras into a cohesive workforce.
Read more about the three main “dividing lines” that distinguish
Generations X and Y from baby boomers and veterans in the
workplace.
Also:
Never Too Young for Business Education
Lights, Camera, Coaching
Feast and Famine in Recruiting of Professionals
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IN-HOUSE TRAINING
Common Language, Common Learning
Laird Technologies uses stepped training
modules to give sales, marketing and financial employees
a common language and common set of business methods. The
goal is to keep company growth on the fast track.
Read more about why Laird Technologies thinks the new training
is an important component to maintaining annual company
growth of about 30 percent.
Also:
Foundations Foster Public-Private Effort to Develop Workers
Opening the Books on Training and Development
Holding a Seat for Top Talent at Herman Miller
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NEWS AND EVENTS
Quick Takes
Lonely at the Top: CEOs
aren’t always inspiring employees to a higher level of achievement,
a study of European employees reveals.
Click here to read more.
Opportunity Knocks, but No One’s
Home: Additional research is out that reinforces a widespread
view: Anything related to recruiting, retention and developing
employees dominates the agenda of most corporations.
Click here to read more.
Girls Gone Wired: Experts for decades have bemoaned
the fact that women are underrepresented in the field of
information technology. Now, one of the largest technology
companies on the planet hopes to make a dent in the problem.
Click here to read more.
Safety First: Nonprofits can take advantage of a
federal grant program to equip organizations with critical
knowledge, training and education on health and safety.
Click here to read more.
Peer Review: Advisory firm the Hackett Group is seeking participants for an upcoming study on learning and development that will look at how companies’ learning initiatives stack up to those of other organizations.
Click here to read more.
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DISCUSSION
College Grads Entering the Workforce
Posted in
the Training & Organizational Development Forum:
A reader writes: "Generally speaking, it seems the majority of college grads we hire have a predisposed sense of entitlement. Many think that because they have a degree and ‘paid their dues,’ they deserve a corner office, special treatment and a six-figure salary! I’m sure many others have experienced this same dilemma. It seems to me that what these grads need is some training in corporate reality—like applied skills training. Does anyone have any suggestions, or used any programs to deal with this growing problem?"
Join the discussion.
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METRICS
Average Percentage of Learning Content by Content Area, 2006
|
Profession- or
industry-specific: |
14.5 percent |
| Processes,
procedures, business practices: |
11 percent |
|
Managerial and
supervisory: |
11 percent |
| Other (quality,
product knowledge): |
11 percent |
|
IT and systems: |
10 percent |
| Mandatory and
compliance: |
9
percent |
|
New-employee
orientation: |
7 percent |
| Sales: |
6
percent |
|
Customer service: |
6 percent |
| Interpersonal
skills: |
6
percent |
|
Basic skills: |
4.5 percent |
| Executive
development: |
4
percent |
|
Note: Consolidated
responses from three ASTD survey groups,
covering 221 organizations. The organizations
have an average of 27,549 employees and annual
payroll of $1.1 billion. |
| Source:
2007 State of the Industry Report,
American Society for Training & Development
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