Training needs to be more than a “classroom” experience. It has to translate into practical, day-to-day activities of the learner. Any valuable training must address both the strategic concepts of their respective focus areas, as well as simple and sustainable tips to immediately implement these concepts. Our online training does just this.
We believe it can, if it is the right training.
Training needs to be more than a “classroom” experience. It has to translate into practical, day-to-day activities of the learner. Any valuable training must address both the strategic concepts of their respective focus areas, as well as simple and sustainable tips to immediately implement these concepts.
Our online training does just this!
We all know one; the guy down the hall who was just promoted and now, for the first time, will manage a team. “What does he know about leadership?”, you may be thinking. Well, truth told, he probably doesn’t know much – but that isn’t his fault!
The odometer on my car is telling me that it is time again to take my car in for a “tune-up”. Five years old, my ride is nothing special, but it does the trick and performs beautifully if I keep it properly maintained. So, I take it in, periodically, for a check–up.
A highly successful developer of on-line learning software recently told me that the key to her success is to turn learning into doing. Her focus on doing as a part of learning, she said, has made her a key problem solver to her clients. Converting knowledge to action reinforces learning (the subject matter), develops high-performing teams and helps her clients resolve performance gaps that often result from misapplied training efforts. My friend lives by the adage that you have to learn how to do and, then, you learn by doing. Or as Benjamin Franklin puts it, “Tell me and I forget, teach me and I may remember, involve me and I learn.”
As we gear up for mid-year reviews, we will inevitably have to deliver some “bad” news to some people. Generally, people don’t like to deliver bad news, either professionally or personally. Why? Usually, they are concerned about the reaction that may result from initiating that confrontation. They don’t want to be questioned, or get into a heated discussion. They are passionate about the issue and don’t understand why the counterpart doesn’t see things in the same light as they do.
Finally, the year-end performance process is over, or is it!? Really, the performance management cycle is never complete, transitioning through several stages on an annual basis, hopefully, on an upward spiral to greater organizational performance.
Traditionally, part of the performance management process is the creation of employee goals and development plans. In many organizations, this part of the cycle gets kicked-off with some fan fare, but quickly wanes. Development plan actions, put into place with good intentions, are often monitored irregularly, and, eventually, relegated to a file only to be dusted off when the year-end performance evaluation process again kicks in.
Aligning competencies with strategy is the key to today’s dynamic and results-driven performance assessment. Strategic competency alignment sets performance expectations in the now - what it takes to get a job done - vs. expectations based on the past - how a completed task or project got done. Traditional, backward-looking performance evaluation processes measured by goals, projects and tasks are ineffective to deal with present-to-future, results oriented performance.
That time of year is here…employees and organizations are focused on assessing performance. Employees and managers are busy developing individual performance reviews and framing individual development roadmaps for next year. Companies, too, are assessing their overall financial performance and measuring their success, or lack thereof, while management is analyzing current budgets and revising forecasts to align strategic objectives for the coming year.