Skip to content
Global Offices

Posts Tagged ‘leadership’

Building the Business Case for Learning & Development

March 26th, 2014 by Janine Carlson

“Prove it.” Every learning and development professional has heard this from their management team. What used to be a request has now become a mandate — and while it is not always easy, it is a shift we thoroughly embrace.

In a recent Australian Training & Development magazine article*, Forum Asia Pacific managing director, Cynthia Stuckey, discusses the ways for L&D to win over management through measurable results.

“Senior management buy-in remains one of the biggest challenges when it comes to learning and development initiatives. The tough economic climate is making it even harder to justify budgets for learning and development, as cost reduction strategies take precedence in today’s boardrooms.

To gain management’s commitment to learning and development, professionals have to strongly demonstrate the impact of learning investments on the bottom line. The problem is, while the majority of companies investing heavily in learning and development recognise the benefits of measuring results, many of them have yet to formalise their measurement process.”

The article goes on to highlight recent research findings, best practices for aligning learning to the business, and suggestions for what you measure with examples of metrics and accountabilities. You can read the full article here.

For more information on measurement best practices and building a business case for L&D, check out our Asia Pacific on-demand webinar, Using Measurement to Drive Impact & Effectiveness of Your Leadership Development Programmes. To discuss learning and development measurement strategies in Australia with Forum, email AsiaPacific@forum.com, call +61.2.9080.4160 or visit www.forumaustralia.com.au.

 

*This article originally appeared in Training & Development magazine February 2014 Vol 41 No 1, published by the Australian Institute of Training and Development.

All Your Questions about Employee Engagement Answered – Part 1

March 11th, 2014 by Janine Carlson

We recently hosted a series of webinars on the topic of employee engagement across the globe. You can watch a replay of the APAC webinar entitled “Keys to Employee Engagement in Asia Pacific” here. The US and EMEA versions entitled “How Great Leaders Drive Results through Employee Engagement” can be found here and here, respectively . Participants were highly active in all regions and filled the chat boxes with questions; while we answered as many as we could in the allotted time, we just could not get to all of them. In this blog post, Ellen Foley and I address many of the outstanding questions from across the globe.

1. How can you coach your managers/leaders to develop good climate and trust?

Helping leaders develop good climate and trust is a development process that takes place over time.  We recommend the following steps:

  1. Provide practical leadership development, including best practices, to help the leader understand what “good” looks like.
  2. Use an assessment instrument to focus the leader on his or her gaps.
  3. Have the leader identify the specific opportunities they have to use best practices to build good climate and trust in the day-to-day rhythm of their work.
  4. Provide coaching, positive reinforcement and recognition to the leader as they try out the best practices and have success improving on their specific gaps.

2. Employees say they want training, team building, social activities, etc. and we organise all that and then people don’t want to come. How should we deal with this? How do we make employees appreciate what we’ve done?

It is not uncommon for HR professionals to be frustrated by employees who do not seem to appreciate or participate in the organisation’s engagement efforts — particularly when activities take a lot of energy and resources to plan and execute.  This challenge highlights the difference between company-wide engagement effort and individually-focused engagement efforts.  Corporate engagement efforts, while having some impact on employees, are blunt instruments.  That is, they have to be so broad that it is nearly impossible that they will appeal to the majority of employees.  In contrast, individual efforts, managed by leaders at the work team and employee level, are much more targeted and effective instruments for driving employee engagement.  One way we have seen organisations successfully balance these two types of activities is to minimise the corporate-wide activities and share some of the budget for these types of activities out to managers to use for targeted activities with their teams.

3. In a conservative working environment where open communication is not the standard, how do you encourage employee engagement?

This can certainly be a challenge, particularly in some Asian companies, as communication is a key component in employee engagement.  How you define “open” is important to this discussion.  Open communication does not mean sharing every bit of information with employees.  In fact, in many situations it is not appropriate to do so.  However, in situations where confidential information cannot be shared with employees, managers who communicate with empathy and authenticity are still able to build trust and engagement with their employees.  In addition, we recommend managers focus on understanding the specific engagement needs of their teams by looking at the Climate Dimensions – clarity, commitment, standards, responsibility, recognition, teamwork – and also by recognising and attending to the various engagement needs of individual employees. Read the rest of this entry »

What are Your Top People Development Priorities of 2014?

February 27th, 2014 by Holly Gage

In January we asked Learning and Development Leaders across Europe and the Middle East to tell us what their Top People Development Priorities are for 2014.  Does it surprise you to hear that:

  • 53% of respondents said that improving employee engagement is a top priority for 2014?
  • Developing mid-level and first-line leaders is being prioritised above senior leadership development?
  • Strategic speed is still an important issue with one in three respondents saying they need to accelerate strategic business initiatives?

Here are the full results.  Do these priorities match your own for 2014?  Please share your views in the comments below.

2014 Top Priorities-EMEA - cropped

 

Forum Named TrainingIndustry.com Top 20 Leadership Training Company for the Fifth Year in a Row

January 30th, 2014 by Abby Smith

2014 leadership

We are thrilled to announce that for the fifth straight year, Forum has been named a TrainingIndustry.com Top 20 Leadership Training Company.  As with any award, this honor would not be possible without the continued collaboration with our clients and the hard work of all Forum employees, facilitators and partners.

TrainingIndustry.com compiles this annual list to monitor the training marketplace for the best providers of training services and technologies. Selection of the Top 20 Leadership Training Companies was based on the following criteria:

  • Thought leadership and influence within the leadership training industry
  • Industry recognition and innovation
  • Breadth of programs and range of audiences served
  • Delivery methods offered
  • Company size and growth potential
  • Strength of clients
  • Geographic reach
  • Experience serving the market

In addition to our clients, partners and employees, we would also like to thank TrainingIndustry.com for this award.

Design Learning Processes Not Just Content

December 18th, 2013 by Nanette Miner, Ed.D

It’s no secret that designing training programs can be an arduous process if you take on the responsibility for designing all the content yourself. You can lighten your load and also achieve a better learning outcome by designing learning processes rather than learning content. In my work, I’ve discovered 3 ways to design learning processes.

1. Use real work. Learners prefer to accomplish real work while they are in the learning process. So rather than create a contrived situation or a case study scenario that is “representative” of real life, instead have the learners work on real work tasks.

For instance, a financial services firm wanted to teach its sales people to read financial statements in order to find cross-selling opportunities in their current client-base. Rather than teach the sales people how to read “generic” financial statements and then leave them to transfer that knowledge and skill to their own client’s financial statements, the learning session required them to bring the annual report from two of their current clients. Thus, the learners were working and reviewing the actual financial statements of their own clients while learning to read financial . This not only resulted in a better understanding of the learning but it also resulted in the learners being able to have actionable findings by the end of the training.

2. Create the learning in real time. Rather than teach your learners a new concept or skill in a large block of time, instead break the training up into smaller, actionable learning objectives and on-the-job tasks. That will allow them to implement their new knowledge and skills in smaller chunks and result in more successful implementation on the job.

For example, a sales organization was training their sales people to listen for cues from prospects to better gauge if they could ask for an appointment or not. After a period of time in the classroom, in which the sales people/learners learned the 5 types of responses which would either open a door for them or not, they were then given an hour to return to their desks and make up to 10 phone calls from their personal prospect list; making notes about types of conversations they had and whether they were able to secure an appointment or not. This approach allowed the salespeople to accomplish some real work during the training process, and created a rich discussion upon returning to the training room.

3. Have the learners contribute the content. A third sales organization wanted to teach overcoming objections in relation to a very complex product that their sales people sold. Rather than try to anticipate all the objections and give the sales people pat answers in reply, the training was designed to first solicit the “5 toughest objection you’ve encountered when attempting to sell xyz” and then a game was created, dividing the larger group into 3 teams and giving each team the opportunity to craft an appropriate rebuttal to the objection. The learning process went like this:

  • Team A stated an objection to Team B
  • Team B had a period of time to craft an appropriate response
  • Team C had the opportunity to challenge Team B’s response
  • Team A chose what they thought to be the best response and awarded a point to either Team B or Team C accordingly.

This learning process continued in a round-robin style, , until all of the 15 toughest objections in regard to selling that product had been addressed.

This process allowed the learners to share their real world problems and to get the best and the brightest to assist them with being better prepared the next time they heard that objection.

The next time you are attempting to design learning content take a step back and see if instead you are able to design a learning process that better assists the learners in working with and assimilating that content. Learning processes can often lead to greater learning outcomes because the learners are more engaged with the content, identify with it more clearly, and have less trouble transferring what they learned in the classroom to what they do on the job. Plus, from a logistical standpoint, is that designing a learning process requires much less updating in the future should the content itself change.

Your boss did WHAT?

December 9th, 2013 by Abby Smith

In our recent leadership pulse survey, we asked people what their bosses did that had eroded their trust in the past. Of the 200 responses we got to this question, inconsistency accounted for over 30 percent of all responses, while another 50 percent fell under these 6 mistakes:

  • Lying/lack of transparency
  • Lacking leadership skills
  • Taking undue credit/passing blame
  • Talking behind employees backs
  • Not “walking the talk”
  • Poor communication

However, some answers were unique, rather entertaining and downright shocking. Here are just a few that caught our attention as we looked over the responses.

“Paying his wife a salary and she did not work for the company”
This one was the most unique response we received. Nothing like a little payroll fraud to make you lose faith in your leader. Good rule to live by, if they don’t work for your company, don’t give them a salary.

“Spend a late night out, arrive late to a meeting as a result, and blame someone else for the delay.”
There is nothing wrong with a boss having some fun; after all they are people, too. However just like the rest of us, letting it interfere with your job is a big no-no. Blaming someone else for it is even worse.

“Delivering services that are less than promised, without acknowledging the disservice to the customer, hiding or making excuses for ineffective or poor services”
While we got many responses about dishonesty with employees, surprisingly, this is the only response we got about dishonesty towards customers.

“Became irate with us about not having any coffee, tea or food on our desks but ate in her office.”
Having different sets of rules for yourself and your employees doesn’t exactly inspire trust.

So how do these employees recommend that their boss regain their trust? Well, not surprisingly since 30 percent said their biggest problem with their boss was inconsistency, consistency came in at number one. Transparency and walk the talk were also pretty common responses. Some recommendations were short, sweet and to the point:

“a simple ‘thank you’”
“Be human”
“Keep promises. ALWAYS.”
“Listen”

Others had quite a few ideas:
“Be open, be authentic, speak in language everyone understands, treat all staff equally and with respect, know people’s names and a little about them, praise them, give the responsibility and new challenges, good coaching.”

“Develop a set of values (with the team) for the way that the team ( including the leader ) work together.. Consult with the team whenever possible in things that involve the team.”

“Love them really. Try to understand every thought whether it is good or bad for the company. Keep the private conversations.”

“Collaborations, less emails and more personal contact. More root cause analysis, real problem solving rather than dealing with how things appear. Ability to see through the smokescreens. Be prepared for challenge. Don’t just appoint ‘yes people’.”

However, we think this gal or guy said it best, “Take a few leadership classes.”

Sorry, couldn’t let the opportunity for a shameless plug slip by.

For a full report of the results of the leadership pulse survey, download Driving Business Results by Building Trust. What are some examples of bad boss behavior you’ve experienced? Share in the comments below.

The Best Way to be an Engaging Manager

November 18th, 2013 by Joe Espana

This post is the third in a series of three posts by Joe España, an Executive Consultant in Forum’s Resource Network and Managing Director of Performance Equations.

In my first two posts, I took a look at the golden rules of employee engagement and shared some tips for keeping employees engaged. In my final post, I’m going to share what I consider to be the best way for a first-line manager to keep employees engaged: getting to know them.

Employee engagement is far more micro than typical macro approaches (total reward and benefits, recognition programmes, internal communications, community involvement programmes, etc) make it seem. The team is considered the most fundamental operating unit of employee engagement, but the personal relationships between a manager and his or her direct reports are the most influential.

It sounds really simple, too simple in fact, but it pays dividends for first-line managers to get to know their direct reports as individuals, recognising their foibles as human beings and the variability of their engagement levels. An employee wants to feel that their immediate manager is interested in him or her as a person and cares about his or her life outside work and its effects on job performance. Research has shown that employees aged 40-49 often become less engaged as they face external family pressures. Supervisors who get to know their employees on a personal level and care about their private lives can counteract this disengagement.

These caring activities are one of the four most important factors in employees’ perceptions of manager credibility and trustworthiness. Training the immediate managers to care about employees and to have the skills to manage their teams’ engagement levels can have a major and direct impact on business performance and productivity.

Unfortunately according to research by Performance Equations, only one-third of employees believe their manager cares about them on a  personal level. Of those who did believe their manager cared about them, 54% of reported themselves as being fully engaged. Among the two-thirds who do not believe this, only 17% are engaged. There is a dramatic opportunity to boost engagement at a micro level within organisations by managers demonstrating an authentic caring attitude to staff and by managing the personal drivers of engagement.

Do you agree that the personal relationships matter when it comes to employee engagement? Start the conversation in the comments below.

For more on employee engagement, check out Forum’s latest research report: Driving Business Results by Building Trust.

What makes a good 21st century leader?

October 13th, 2013 by Holly Gage

Forum EMEA’s MD, Graham Scrivener recently spoke to TrainingZone about the traits of a great leader and why we’re all expected to be able to lead.

In part two of this interview with Training Zone Forum MD Graham Scrivener shares his thoughts on how leadership can improve employee engagement and what’s next for modern leadership

5 Steps to Create an Innovation-Focused Culture

October 8th, 2013 by Abby Smith

7K0A0223Creating a culture of innovation doesn’t happen naturally. In fact, it can take quite a bit of work to create and sustain a culture that seems effortlessly innovative from the outside. Often times, creating that culture requires a strategic shift by an organization, and that requires everyone from CEO to employee to change their behavior. Each year, companies invest significant time and money on programs aimed at changing behavior, but research shows that fewer than 50 percent of all behavior change initiatives actually stick.

In this piece originally published in Training Magazine, Forum’s President and CEO Andrew Graham shares five tips for helping your organization to create a culture that fuels innovation and sales. The first step, he explains, is to define who owns the change.

Has your organization benefited from a successful change initiative? What methods do you employ to improve the uptake of new behaviors? We welcome you to share your comments below, or to join the discussion via Twitter and Facebook.

Leverage Other Departments for Team Growth

October 2nd, 2013 by Abby Smith

Wendy Axelrod Photo Nov 2010In this fourth and final post in a series published on ASTD.org, Wendy Axelrod, Associate and Executive Coach in The Forum Corporation’s resource network, discusses how managers should look outside of their departments in order to leverage growth opportunities. She asserts that employees will display new energy when projects extend their frontier.

Do you have any real-world examples of how your company equips managers to put development directly into people’s work on a daily basis? We welcome you to share your comments below, or join the discussion via Twitter and Facebook.