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.
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.
When an employer receives a complaint or becomes aware of a conduct issue, it's not always appropriate to go down a traditional disciplinary path. This HR Daily Premium Q&A will discuss alternative options and how to determine which is best in various circumstances.
Recent constructive dismissal claims highlight the risks involved in accepting a resignation from an employee who is experiencing mental health issues. Watch this Q&A to understand the rulings' implications for all employers.
