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As a leader in a Learning and Development role who is tasked with designing and delivering learning experiences for employees, it can be challenging to think of new ways to keep these experiences fresh and interesting.
A heavy workload coupled with potential resistance from employees add extra pressure – not the best circumstances to tap into your creativity when it comes to designing training.
Here are my top suggestions for keeping learning experiences fresh.
Posted on Thu, July 31, 2014 in Organisational Development
When examining the true meaning of human capital as our most valuable asset we spoke about how people and their potential are the heart of a successful organisation, how they are the difference between a good organisation and a great one.
The question remains, how does an organisation attract good people? According to HR review the cost of replacing a staff member is over £30K. It's fair to say that one of the biggest challenges an organisation faces is attracting top talent, and then retaining it.
Posted on Thu, July 24, 2014 in Organisational Development
Well-managed teams are the backbone of a successful organisation. When teams work well together, targets are met, performance is at a high and the organisation benefits as a whole.
Here are my top tips for effortless teamwork:
Posted on Thu, July 17, 2014 in Leadership Organisational Development
As an organisation under pressure in a demanding environment, why should you earmark resources for coaching? Isn't coaching simply a 'nice-to-have' that doesn't have a place within your budget right now?
Posted on Thu, July 10, 2014 in Coaching Organisational Development
Wikipedia defines human capital as 'the stock of competencies, knowledge, habits, social and personality attributes, including creativity, cognitive abilities, embodied in the ability to perform labour so as to produce economic value.'
There is one key element missing from this outlook…
Posted on Thu, May 15, 2014 in Leadership Organisational Development
For many organisations improving the bottom line means cutting costs, raising prices or a combination of both. It can be about streamlining, restructuring or simply 'getting better at sales'.
What if there was an alternative approach? An approach that looked at the heart of the business, at what makes it tick, using this as a foundation for improving the bottom line.
Is this possible? I believe so.
Posted on Thu, May 08, 2014 in General Organisational Development
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