When leaders fail it can cost a business in many ways, but HR professionals can play a more strategic role in minimising the risk of attrition and poor results, says business psychologist Dee Fitzgerald.
Employers remain dangerously reliant on sourcing the talent they need externally, rather than building skills in their organisation, according to a new ManpowerGroup report.
GE spends "about $1 billion a year" on leadership development, and largely "takes it on faith" that the expense is justified, says the company's head of executive development, Susan P. Peters.
Classroom-based learning is fine for teaching leadership theory, but when it comes to identifying and changing problem behaviours, "unfamiliar and disruptive environments" are far more effective, says Lee Hecht Harrison leadership and talent director Dr Travis Kemp.
An experiment that showed imagination can be a significant business asset is transforming an Australian company's approach to learning and development, and leadership.
Networks and communities are not the Holy Grail when it comes to generating, sharing and implementing ideas throughout an organisation, research shows.
If the individuals at the top level of an organisation aren't committed to their own learning and development plans, the impact of development initiatives throughout the organisation will be weakened at every level, says Sork HC founder Anthony Sork.
Some employers have successfully stepped up to the task of managing psychosocial safety, but in many other workplaces, initiatives are falling flat. Join us for an HR Daily webinar to understand what's holding back progress in this critical space and how to move forward.
