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.
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.
Costly legal disputes continue to highlight the many risks employers face when managing, disciplining, or dismissing employees while they are absent, injured or incapacitated. Attend this webinar for an up-to-date review of the legal framework applying to workplace absenteeism, injury and incapacity, and lessons from recent case law.
