As a manager, you want your employees to complete a given training course. And learn the material. And apply learning on the job. And contribute to the company’s bottom line. And enjoy the learning process.
This post was written by Mindflash CEO Donna Wells for Fast Company Magazine. Excerpt republished with permission. Read the whole article at Fast Company.
Training and performance improvement professionals work hard every day trying to make training more engaging. Our goal is not to make the training more engaging by itself; we want to improve participation in class, increase learning and retention, and ensure application on the job that improves performance. Increasing engagement does not have to be difficult. Here is a list of nine ways you can easily make your training more engaging.
As more and more companies begin to offer employment opportunities in the social media world, many of us are trying to figure out how to get a foot in the door. If you want to get into this field but your efforts have proved fruitless, look no further. This unofficial guide will set you on the straight path to employment.
Author Seth Godin, in his book Linchpin, reminds us that “job” and “work” (where work is your “art” – your contribution) are very different things. The job requires showing up and doing recurring, routine tasks – not a lot of independent thinking is required. In fact, if the more an organization can create repetitive non-thinking functions, the cheaper the job. This worked well in the industrial (make things) age.
Finding out a competing company's strengths and weaknesses can often be accomplished by a little Googling, but a key part of preparing to do battle in the sales world is diagnosing your competition's sales strategies and capabilities. Republished with permission from Dave Stein.
Newly hired sales reps all have certain strengths, otherwise they (theoretically) wouldn't have gotten the job. Correctly assessing new employees' weaknesses is crucial too, however. Instead of onboarding new sales reps in the same fashion, focus on those weaknesses from the start so they can hit the ground running. Republished with permission from Dave Stein.
I thought I would try something different in this post. Today, I thought I would write something that you could print and leave for your employees. Perhaps this outline of how they can add more value will clarify what you expect of them, and encourage them to show up, step up and stand out.
We don’t pay employees to do a “job.” We pay them to invent the best, most efficient and most profitable response at each moment in their day. We pay them to watch each situation they encounter in their constantly changing workplace and use what they know to make the best decision on the spot. We pay them to think on their feet – and to pack their brains when they pack their lunches. And the more they know, the more tools they possess to be able to wisely choose the best response.
Millennials have a growing reputation in the HR universe as serial job hoppers. Recent studies say the phenomenon isn’t actually limited to the young, but true or not, employers’ belief that their 20-something employees are liable to jump ship in a matter of months has significant effects. For one, it limits their willingness to shell out for training.