Learning & development | Page 35 (398 items)

Employers that want their graduate employees to become young leaders should start teaching them the necessary skills from year one - even if this means spending less time on "the basics", says Development Beyond Learning managing director Josh Mackenzie.

The leaders that add the most value to a company are those who invest significant time in ensuring they have a worthy successor, says leadership expert Dave Ulrich.

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.