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1. Deloitte human Capital TrendsFrom employee experience to human experience: Putting meaning back into work 2019 Global Human Capital Trends ONE of the biggest challenges we identified this year is the need to improve what is often called the “employee experience.” Eighty-four percent of our survey respondents rated this issue important, and 28 percent identified it as one of the three most urgent issues facing their organization in 2019. It’s hard to question why: MIT research shows that enterprises with a top-quartile employee experience achieve twice the innovation, double the customer satisfaction, and 25 percent higher profits than organizations with a bottom-quartile employee experience.1 Yet as important as it is, only 9 percent of our respondents believed they were very ready to address this issue, making it a massive priority for organizations around the world. Click to read more. 2. How To Maximize Your Employee RetentionWhy do they jump ship? They jumped because the next opportunity gave them a new, and perceived greener pasture. Most found this was more of a fantasy than a fact, but all wanted the golden ring. Essentially they were all “self promoting”. This is where a person decides that they need to move to a new company to advance in their profession. Sometimes this can be true, and depending on the size and growth of your business, this may be a fact for most if not all of your employees at some point. Click here to read more. 3. FIFTEEN Actionable Employee Retention Strategies You Can Use TodayDo you have an employee turnover problem? Nearly 70% of organizations report that staff turnover has a negative financial impact due to the cost of recruiting, hiring, and training a replacement employee and the overtime work of current employees that’s required until the organization can fill the vacant position (BLR). All things considered, it’s been estimated that a lost employee can cost 6 to 9 months of that employee’s salary on average. There's a clear need for employee retention strategies. Click here to read more. 4. Strategies for retaining employees and minimizing turnoverEmployees leave organizations for many reasons; oftentimes these reasons are unknown to their employers. Employers need to listen to employees’ needs and implement retention strategies to make employees feel valued and engaged in order to keep them. These retention methods can have a significant and positive impact on an organization’s turnover rate. Here we’ll take a look at some of these strategies. Click here to read more. 5. Quits Are Up: 7 Employee Retention Strategies Your Company Must HaveOver two and a quarter million employees quit their jobs in October, the highest number since 2010. Are your staff members going to sing Johnny Paycheck’s best song, “Take This Job and Shove It?” With low quit rates the last few years, managers could get away with being poor managers. With the economy improving, however, we’ll learn the wisdom of Warren Buffett’s comment (from a different context): “You only find out who is swimming naked when the tide goes out.” You’ll only know which of your managers are discouraging your employees when job opportunities outside your company improve. Click here to read more. Mindfulness is now entering into the lexicon of the business world more and more readily. As we learn more about mindfulness and its benefits, I've found we often think of it in terms of stress relief as well as increased focus. But mindfulness can also help develop a key skill that leaders need in order to be successful: emotional intelligence. As a leadership trainer on soft skills — including emotional intelligence — and a certified teacher of a mindfulness program originally started by Google, the marriage of mindfulness and emotional intelligence makes perfect sense to me. Mindfulness is a key tool in understanding ourselves, our own thoughts and feelings and what is important to us. It can help you develop self-awareness, which is the first component of emotional intelligence and is the basis for developing all of the other emotional intelligence skills. As you become more present, you can understand your emotional triggers, your strengths and weaknesses and your motivations in life. With that understanding, I believe you can then lead a more meaningful life focused on what is most important and fulfilling. In my experience, practicing mindfulness can also enable you to become more thoughtful and deliberate, rather than reactive in your interactions with others. But in some ways — and just as importantly — mindfulness can help enhance your relationships, which is the key to success as people and in organizations. Simply put, emotional intelligence can help you become a more effective leader. Through my learnings in the mindfulness program and my experience as a leadership coach, I've seen how mindfulness supports developing better relationships. Below are three tools to help you get started: 1. Empathy This is the ability to experience and understand what another feels while still being able to discern one’s own feelings. For leaders, empathy is a great tool for developing connections with others. Data and neuroscience now show that mindfulness develops self-awareness as well as empathy. By understanding yourself better through practicing mindfulness, you can begin to understand other people's feelings as well, which helps you to empathize with them. One small way to begin practicing empathy can be in your next meeting or in a one-on-one session with a team member. Pay attention to their body language and facial expressions to help you better get to know them and understand how they're feeling. As you grow in your ability to connect with others through empathy, I've found your relationships deepen and your bonds grow stronger. 2. Difficult Conversations When there is dissonance among people, disagreements can occur. Leaders have to deal with many difficult conversations, and it is through this skill that conflict can be worked through in relationships. Mindfulness is a tool that can help develop this capacity, especially in developing the ability to understand another person’s perspective so that you are not only reacting from your own point of view. Often in challenging conversations, we get stuck in our own perspective, which can heighten emotional reactions to the conflict. With the practice of mindfulness, you can get out of that stuck place and also understand your impact on others. You can do this first by taking a pause and not reacting in a difficult conversation with anger or frustration. Secondly, mindfulness keeps you more present in the conversation so that you are not overtaken by your emotions and can connect back to your prefrontal cortex, the part of the brain that helps us make rational decisions, so you can have a more productive conversation. Finally, with mindfulness, you can understand and empathize with the other person's point of view, which can lead to more win-win solutions taken from both people's perspective. 3. Compassion Compassion is the ability to move into action and be of service after empathizing with another person’s emotions. For example, you might notice someone on your team is emotionally triggered in the workplace. Instead of being reactive in these types of situations, ask how you can best support them so they can begin moving out of the trigger. Also, discuss what caused the trigger and how to work on avoiding it in the future. Another way you can lead with compassion is to focus on helping your employees when they are in distress from working on a task by offering your support, assistance and mentorship. You can then help develop their skills in that particular task for the future. Mindfulness practices — such as dedicated meditation or mindful walking sessions or quick bursts of deep breathing — are key tools in developing emotional intelligence. Emotional intelligence is a bedrock of building good relationships and becoming a good leader. With these key benefits, isn’t mindfulness worth giving a try? Post and written at Forbes.com by Monica Thakrar President of MTI, a leadership and mindfulness training, coaching and consulting firm in Washington DC with federal and commercial clients. Each new year brings with it new learning and development trends, and a few key themes are already shining through in 2019. Organisations are placing a strong emphasis on learning, while employees want more control of what, where and when they learn. They’re also adopting both conventional and unconventional approaches to maximise their learning. This blog will uncover the latest trends in learning for 2019 including:
Technologies which focus on usability and experience are helping improve learner engagement. Unsurprisingly, mobile and social learning are gaining traction and feature heavily in a modern learning environment. Learners are demanding just-in-time learning, where and when they want it. Explore the shifts in learning with our updated learning trends for 2019. take them). 1. Continuous learning culture The shelf-life of skills is diminishing. The need for ongoing learning and development is greater than at any previous point in history. 38% of CEOs believe a shortage of key skills is the top people-related threat to growth. That’s up from 31% in 2017. With this in mind, it’s no surprise that building a culture of continuous learning is currently a priority for L&D leaders. This encompasses just-in-time learning designed to close a specific knowledge gap in a current role, right through to development of competencies and behaviours needed for future roles. Today’s learner expects (and is expected to) continually learn and develop. This culture of continual learning is simultaneously driving and being reinforced by the shifting attitude to performance management. As everyday performance and ongoing feedback approaches gain momentum, the desire to upskill, develop and close skill gaps reinforces the symbiotic relationship between performance and development. “The culture of continual learning is simultaneously driving and being reinforced by the shifting attitude to performance management.” 2. Employee-led learning Organisations are moving away from top-down driven development frameworks and empowering employees to lead their own learning. Some examples of employee-led learning include: moving away from a one-size-fits-all’ approach creating personalised learning paths to help develop employees in their current role, next role and future roles; basing content on both development needs and interests. 68% of employees prefer to learn at work, according to recent research by LinkedIn, but they don’t always have time to complete learning activities. In fact, the same research found that the #1 challenge for talent development is getting employees to make time for learning. As the above diagram suggests, over half of employees (58%) want to learn at their own pace depending on their requirements, development needs and interests. But employees still want their manager’s input on how to improve, with 56% saying they would spend more time learning if their manager suggested activities. Instead of a ‘one-size-fits-all’ approach, organisations are creating personalised learning paths that develop employees in their current role, next role and future career paths.” 3. People leaders as coaches Finding the time for learning is the number one development challenge employees face. The second-largest challenge is getting people leaders to take an active role in employee development. It’s no longer only the responsibility of the L&D department to ensure employees get the training they need. Learning professionals are now looking to people managers to own and develop their teams. Empowering people leaders to help employees on their continuous learning journey is becoming a priority. When it’s done well, it’s highly successful. Nearly three-quarters (74%) of employees who felt empowered to drive their own career say that their manager provides coaching and supports their development. “Learning professionals are now looking to people managers to own and develop their teams.” 4. Social learning In addition to social collaborative tools, organisations are also experimenting with cross-functional project-based learning, creating online learning marketplaces and structured mentoring forums. At the very minimum, employees expect workplace technologies that allow:
5. Employee-curated content Relevant content is what matters most to employees. Yet less than half (46%) of employees are satisfied with the relevance of the content provided by their organisation. How can we help employees cut through the clutter? Employees want the ability to create their own online content and share learning resources. It’s no surprise that peer-to-peer learning continues to gain traction – empowering people to share relevant content with their colleagues. Organizations are also supporting apps which curate, publish and share content to keep peers, teammates and managers across the latest and most relevant content. Crowdsourcing means content is constantly refreshed, removing the barrier of irrelevant information which can deter time-poor learners. “Organisations are also supporting apps which curate, publish and share content to keep peers, teammates and managers across the latest and most relevant content.” 6. Mobile (aka on-demand) Employees expect to access content anytime, anywhere via a mobile device. Although this trend isn’t new, corporate adoption levels have lagged behind employee expectations. Over three-quarters of employees do at least some of their learning on a mobile device and 99% of mobile learners believe the mobile format enhanced their learning. Despite this, mobile access is ranked as the second-largest challenge to learning from an employee’s perspective. Tellingly, access to mobile learning doesn’t register within the top three perceived challenges L&D professionals face. Looking to the future, 23% plan to purchase mobile learning solutions and this trend is expected to accelerate. Organisations that want to improve the learning experience of their employees need to ensure mobile is part of the solution. 7. Microlearning Making time for learning isn’t easy. Our constantly-connected lifestyles also means that attention spans are shrinking. A solution could lie in Microlearning: this is bite-sized chunks of learning content, completed in three to five minutes, that makes learning easily digestible. Some examples of successful microlearning can be found on popular mediums including:
Online content can be parceled into smaller components, so employees can learn there and when it suits them. This trend has been driven not only by a better understanding of how we learn, but also by advances in technology. The uptake of mobile and cloud technologies means content can be accessed as needed. This can have a positive impact on a company’s bottom line. Organisations that empower their employees with microlearning experience a 63% increase in revenue compared to their peers. “The uptake of mobile and cloud technologies means content can be accessed as needed. This can have a positive impact on a company’s bottom line.” 8. Data and analytics Employee training budgets have increased year-on-year since 2017 from 33% and are expected to trend upwards in the coming years. In 2019, companies will spend $1100 per employee on training. Learning and development is a multi-billion dollar industry: with this level of expenditure, the stakes are high and the expectations of tangible returns are real. Executives are looking for financial returns, yet many L&D professionals struggle to tie real-world results to talent development spend. Nearly one-third (32%) of executives say demonstrating ROI is the top challenge for the talent development team. Only 22% of people managers feel the same. So how can organisations measure and articulate the ROI of investing in learning and development? The key is to take an evidence-based approach to gathering learning insights that’s based on robust data and metrics. Articulating the ROI of learning and development initiatives requires assessing an organisation’s development needs, analysing the outcomes of learning, then describing how this closes development gaps to drive productivity. 9. Learning Experience Platform (LXP) The traditional Learning Management System (LMS) is no longer enough to meet employees’ expectations. Increasingly, organisations are either replacing or augmenting the LMS with a Learning Experience Platform (LXP). Usability is the key to driving engagement and uptake of technology. Many organisations recognise this and are placing learner and manager experience at the top of the priority list. The LXP approach has the ability to personalise the learning journey by: recommending content based on an employee’s current role; allowing employees to curate, publish and share content, based on experience or interests; using data and analytics to identify skill gaps and learning needs. Although the LXP market is currently smaller than the LMS market, it’s hot on the heels of its predecessor, growing at 200% annually. 10. Gamification, Augmented and Virtual Reality (AR/VR) Although gamification has been around for a while, we expect it will continue to gain traction as more millennials enter the workforce. Current research by HR Technologist states, “Younger generations today are intimately familiar with the concept of gamification. Most of them grew up with video games and smartphones, so gamifying corporate learning can become a natural extension of learning.” Gamifying elements of learning such as compliance training gives people a ‘safe’ environment where they can take risks and get positive reinforcement. It also helps people see how they stack up against their peers, earn badges, collaborate and feel a sense of accomplishment. Relative newcomers to L&D are Augmented and Virtual Reality. These technologies allow people to experience real life situations in a virtual sense, and reach their own conclusions in a safe environment. “With AR and VR, you have technologies that have been shown to increase engagement and improve results”, reports the Association for Talent Development. Companies who realise its potential for learning and development should start experimenting now. 11. People analytics Learning and development is not a stand alone function. It has a crucial role to play in underpinning the organisation’s strategic workforce vision. Forward-thinking organisations are moving beyond descriptive to predictive analytics. Learning data is increasingly being incorporated into people analytics to understand the impact of learning on things like retention and staff promotion. People analytics help organisations understand their workforce by making data about employee attributes, behaviour and performance more accessible, interpretable and actionable, according to research by ScienceDirect. In situations where there’s a need to pivot quickly (opening a new office or factory in a different global location or simply re-shuffling people to upskill for succession roles), organisations need to see who has the right skills or certifications to support them in a growth or reorganisation phase. What’s next? L&D professionals are faced with multiple challenges: juggling new technologies, shifts in learning styles and executive expectations to deliver tangible benefits. The shelf-life of skills is decreasing, the shortage of soft skills is increasing, and robotics and AI mean the future of jobs is uncertain. Careful and deliberate adoption of technology to support organisational learning culture is required. L&D leaders have now reached a pivotal point and are poised to launch their organisations into a bright future (or watch their competitors overtake them.) Reference: PageUpPeople.com By Harold Jarche “Hierarchical authority is much more effective at securing compliance than it is in fostering genuine commitment.” —Peter Senge Senge and his team have identified three types of leadership in organizations.
“network leadership is about working together to make sure that people in the network are connected in a way that encourages flows of resources, information and support to every part of the network” —June Holley This is a cooperative model, where executives set the example and exert influence through reputation and not positional power. This is a model that promotes diverse thinking and therefore drives innovation. Executives cannot really direct any organization, unless it is very small, because the nature of organizations ensures that those at the top do not understand what is really going on, as Tim Harford notes in — Adapt: Why success always starts with failure: “There is a limit to how much honest feedback most leaders really want to hear; and because we know this, most of us sugar-coat our opinions whenever we speak to a powerful person. In a deep hierarchy, that process is repeated many times, until the truth is utterly concealed inside a thick layer of sweet-talk.” All that any executive can directly control is compliance, whereas a transparent organizational structure lets everyone ensure compliance. “Transparency makes ambition, a healthy spirit of competitiveness, and group or peer pressure, possible.” —Niels Pflaeging. Learning and experimentation have to be let loose. The path for executives is clear, simple, and aligns with the wirearchy principle — “a dynamic two-way flow of power and authority based on knowledge, trust, credibility and a focus on results, enabled by interconnected people and technology.” Three pillars for executives in leadership positions are:
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