Learning & development | Page 35 (396 items)

Organisations that are struggling because of a skills shortage, or preparing to face one in the future, should give their workers increased autonomy to use and develop the skills they already have, says University of London professor Francis Green.

High-potential employees and those who "yell the loudest" naturally attract attention, but long-serving workers who happily "plod along" also have a "very important role", says HR specialist Nicky Mackie.

Attempts to build cultural awareness in the workplace should focus on "doing" rather than "knowing", says Indigenous research and development expert Bronwyn Lumby.

Employers should focus on the needs of their business when hiring and developing staff, but individual workers will invariably influence the "shape" of their role over time, says Hewitt principal and head of HR consulting, Jason White.

It isn't skill that differentiates a great leader from an average one, but the perspective that guides their application of skill, says University of Sydney researcher Dr Michael Cavanagh.

More than three in four employers are affected by low levels of literacy and numeracy, and associated problems are compromising productivity and safety, according to a new AIG report.

Learning and development programs that put the needs of individuals first are more effective than those that take a "broad-brush" approach, says Learning Seat CEO Michael Solomon.

HR managers need to think carefully before modifying a worker's role or introducing new responsibilities, says FCB partner and director, Jessica Fisher.

The 2010 Federal Budget increases funding to train critical skills and boosts the number of skilled migration places, among other key announcements affecting HR professionals.

Employers that want to access top talent fast and develop leadership skills among existing employees should consider implementing an intern program, says Ernst & Young managing partner and people leader Lynn Kraus.