Learning & development | Page 35 (404 items)

"Social learning" is breaking down traditional thinking about staff development and offers employers a much simpler and more cost-effective way to train their people, says Robert Yue.

If employers want to maximise their learning and development return on investment, they need to take a strategic, balanced, long-term approach, says AHRI national president Peter Wilson.

Australian employers are under no specific legal obligation to consider requests for extra leave to undergo personal training or study, but "astute" employers often do so anyway, says Norton Rose Australia partner Michael Tooma.

The types of career conversations that were traditionally held during outplacement processes are now becoming more common in retention and engagement strategies, says talent management expert, Rosemarie Dentesano.

Organisations that fail to adapt to advancing technology will be "buffeted by the forces of change" and, ultimately, left behind, says author and futurist Ross Dawson.

Is there one key to success in sales? Sales experts are divided on the reasons for under-performance and how to address them.

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.