Learning & development | Page 32 (401 items)

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.

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.

HR is beholden to several "myths" that prevent succession planning efforts from reaping real results, says Professor David Clutterbuck.

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.

Managing a global workforce can present some unique - and unexpected - challenges, according to Hilton Worldwide regional HR director Richard Todd.