Each year Bersin & Associates surveys the training landscape, asking companies how much they’re spending on training, and distills the results into its annual Corporate Learning Factbook (an executive summary is available for free download here).
The economy might be showing the faintest glimmers of recovery, but with unemployment still at 8.5 percent and many long-term unemployed struggling to find their way back into the labor force, investing more in training seems like a no-brainer. But who should pay to get workers the skills they need to qualify for open positions? The New York Times asked that very question this week.
Technology is changing just about everything, including the way we learn. From free online classes to high-quality Internet connections that let experts share their knowledge across vast distances, the future of education and training is certain to look very different than what we've been accustomed to.
The end of the year is a good time to look ahead and make plans and resolutions to improve in the year to come. But the run-up to New Year’s Day isn’t all about optimism and positive change. It’s also a time to look back and shake your head in disbelief over the foolish mistakes of the previous 12 months.
If you aren't yet familiar with the Dunning-Kruger effect you’re missing out (and if you are, you’re bound to be pleased to be reminded of this old friend). It’s an idea that explains so very many aggravating things in the world of business, and perhaps the world in general.
The young are often perceived as crusaders for a better, cleaner, fairer way of doing business, and there is some evidence that this folk wisdom on youthful idealism is correct. A recent analysis by Pew found that the younger the person, the more likely they are to support clean energy and environmental protections.
The old way of work — grinding out eight hours a day in soulless cubicles — could use some updating, nearly everyone agrees. And what solution is more intuitive than bringing games, one of the most fun aspects of life, to corporate work, generally one of the least fun? Hence the frenzy for the idea of “gamification” over the past few years.
Gen Y isn’t known for its loyalty. Some studies have indicated that as many as 70 percent of workers in this demographic will leave their first employer within two years of joining. So how can you keep your 20-something talent — aka the "Millennials" — and bring down the costs of high turnover?
As Boomers gradually retire and your organization hires more young workers, your office may change. The median age will drop, the average wardrobe alter and, with team-happy young people filling the cubicles, the place may be a bit chattier, but these are all relatively cosmetic shifts. Are there any more fundamental ways that Gen Y is changing the office?