Learning & development | Page 33 (401 items)

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.

An IT company's commitment to teaching its consultants soft skills as well as technical skills has helped it to retain clients - and staff.

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.

Offering leadership programs that suit diverse learning styles and preferences doesn't have to be expensive, says a regional lead of learning and development at Google.

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

A pressing need for "a stronger, deeper leadership pipeline" is nearly universal, but according to Deloitte's latest human capital report, some leadership development programs actually slow down development and heighten retention risks.

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.

Employers are expecting more than ever before from their frontline managers, but they must prepare them to operate in this "challenging environment", says Paula Williscroft, of the Australian Institute of Management.