The main problem modern leaders face is that they have to reach very high goals while at the same time maintaining their teams engaged, determined and happy. There are at least six ‘behavioural bridges’ that can be built on in order to marry orientation towards getting results with a genuine care for the human component.
When choosing the right LMS, it’s not a question of which is superior to the others but of which fits best the needs (and budget) of the organisation. All stakeholders should have a say in the final choice and a debate about it can only be constructive. The choice has to be one that will be relevant for the foreseeable future.
In today’s complex and competitive business environment time seems to shrink and there never seems to be enough of it to allow for properly complete tasks. And to make things worse, new challenges arise constantly and workers need to meet expectations in a timely manner. Training just in time (or ‘on demand’) is the solution organisations all over the world are turning to.
The modern workplace barely resembles what it used to be a couple of decades ago. And yet, at the rate things are moving, in no more than ten years today’s offices will seem old fashioned and obsolete. While telling the future is not an exact science (or a science at all for that matter), there are some already obvious digital trends that will shape the workplace.
Talent acquisition has always been important for organisations but lately the checklist for what a talented individual should look like has radically changed. The most precious exchange coins in the present day work market are flexibility, adaptability and the capacity to learn fast. It’s a new skills economy.
Making big decisions fast and knowing when something is a major game changer and when it is just a fad is crucial to the present day leader. Achieving transversal business acumen throughout the organization is something that has to become a daily habit with the promotion of a continuous learning culture and a strong focus on employee empowerment.
In order to take the organization to the highest possible level, leaders must engage their people with a compelling and tangible vision. While born inspirational leaders are rather scarce, the need for organizations to figure out and communicate their vision at every point of interaction with both customers and employees is becoming greater by the day. Vision is imagination and clarity all at once.
People no longer work in a centralized manner, but knowledge remains trapped in organizational structures. Every employee has a thing or two to teach others, no matter how old anyone is. Building a knowledge sharing organizational culture takes time. And sustained effort. Follow the above four steps — make it a value, support it with technology, involve everyone and be aware that everything takes time — adapt and repeat.
Corporate learning often resembles this sort of artificial design meant to incorporate a little of everything and leave little or no room for personalization. That’s why Jillian Douglas and her team created a new approach to it: cafeteria learning. The concept of cafeteria learning refers to mixing the different learning approaches – experiential, action-driven and constructivist while adding a very important feature – choice.
Being a small or medium-sized enterprise (SME) can make it difficult to train employees to the level of efficiency that bigger, more established companies are able to do. However, it doesn’t always have to be a costly investment to get good results; there are also small (and mostly free) steps that SMEs can take in order to develop a culture of learning from an early stage, to help them reap the benefits in the long-run.
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