I hear a lot about managers being promoted without sufficient training. The theory is that people are pushed into management without first having the required skill sets. Anecdotally this might be true, but are there any empirical data that prove this approach is leading to a generation of underequipped managers? —Skeptical in Services, Charlotte, North Carolina
Some companies with nonstandard work shifts are trying to help employees cope with challenges such as juggling job and family obligations.
Our company has never had a formal training budget, but I’ve now been asked to develop one. I am collecting data on all the training we’d like to offer next year, per employee, but frankly don’t know if I am asking for too much training money or too little. How do I calculate an approximate training budget? And how much should we devote to leadership training?
A new book depicts growing corporate support for using virtual worlds to deliver certain types of employee training.
‘Common-law’ claims can prove every bit as problematic—and costly—as statutory discrimination claims, so employers should incorporate training in these general areas of the law into their overall management training program.
I’m having trouble getting my staff to accept their responsibility for training other employees. What should I do to help them understand that training is a team effort and not just the responsibility of human resources?
Miami International is one of the nation’s busiest airports. As part of a major expansion, all employees who work on airport grounds in 2010 are required to master customer service, even if they clean toilets or shine shoes.
By surveying management at companies performing at varying levels in a number of industries and crunching the numbers, researchers have developed a data-driven model for what constitutes good leadership and how to develop it.
Companies can implement success strategies that create and develop global talent pools, or they can choose to ignore the warning signs and risk experiencing an erosion of talent that is likely to result in sustained underperformance.
The publication is widely recognized in the HR industry, particularly for its popular and well-respected list of best companies for training, the Training Top 125. Winners for the 2010 list were named earlier this month and include IBM, Ritz-Carlton, Ernst & Young, PricewaterhouseCoopers and EMC.