Learning & development | Page 31 (396 items)

Investing in the development of staff who have career aspirations outside of your organisation can still make business sense, according to the general manager of Bakers Delight Holdings, Gabby Kelly.

The more you give employees, the more they expect, so HR professionals should encourage employees to take responsibility for their own engagement, according to Life by Design chief engagement officer Ian Hutchinson.

A law firm with offices in multiple states is using video conferencing technology to make centralised learning and development sessions a far more engaging, collaborative experience.

Performance and potential are both important when identifying talent, but employers that assume the two are causally related risk promoting workers who aren't actually ambitious, while those who are go elsewhere, says Psylutions consulting psychologist Nicole Russom.

Not all social and collaborative learning has to be high-tech to be successful, but if employers try to structure learning that isn't social, the benefits will be limited, says workforce learning expert Elliott Masie.

It's more difficult, but not impossible, to focus technically-minded managers on the development of their employees, says Development Beyond Learning managing director Josh Mackenzie.

A struggling company that developed an aggressive change strategy after going into administration has gone on to become an employer of choice.

One of the most important things HR professionals can do to sell and sustain a leadership development program is to develop a strong ROI model, according to the authors of a new book on the topic.

Most organisations don't have a formal definition of "talent", and as a result don't focus their talent management efforts where they will be most effective, research shows.

Leadership development has for too long been focused on individual leaders, ignoring the impact of context and networks, says a leadership expert and researcher, who makes suggestions for its future.