Coaching & mentoring | Page 10 (111 items)

Organisations that plan professional development without consulting the individuals it targets should not expect great results, says coach Robyn Creed.

Measuring participant satisfaction with coaching, training and development programs gives an employer no indication whatsoever of whether they deliver return on investment, says neuroscientist Dr Stan Rodski.

Neuroscience principles that help elite athletes perform at their peak are proving successful in business settings to improve work performance and reduce the impact of stress, says neuroleadership specialist Kristen Hansen.

A little-known form of mentoring is helping to change the attitudes of senior executives to modern workplace challenges such as diversity and social media, says executive coach and trainer Melissa Richardson.

During times when L&D budgets are tight, all organisations should facilitate mentoring, but two categories of employee in particular should be targeted, says professional mentor Jen Dalitz.

Instead of trying to lead creative people, managers should be leading the creativity in people, according to Australian consultant and author, Nigel Collin.

Every interaction with a team member can potentially build engagement and productivity - provided managers have sound conversational skills, says communication expert Dr Hilary Armstrong.

The ASX guidelines on gender diversity reporting are likely to spark a new war for talent, necessitating a critical focus on engaging and retaining senior women, even in private organisations, says diversity expert Dr Karen Morley.

Formal mentoring relationships can be instrumental in accelerating the career development of young professionals, and should be recognised as an important means of achieving business objectives, says Sparke Helmore partner Rohan White.

HR professionals should see managers as more than just message amplifiers, system executors or a "necessary evil required to keep employees in line", say the authors of a new book.