Training Day Blog

Learning professionals and the Human Resources team should be having conversations about how productivity is defined and measured to determine both pay and the organizational hierarchy.

Bragging is sometimes taught as the antidote for “impostor syndrome,” in which a person feels like they don’t deserve to be in a job they are well qualified for. Instead, companies need to develop employees who are secure enough to speak confidently without turning every conversation into an infomercial for themselves.

Employees need guidance and training when it comes to reporting workplace ethics violations.

Quiet hiring is unofficially having an employee take on new responsibilities or hiring contractors rather than full-time employees. The most honest and ethical approach to quiet hiring requires transparency.

Proper training of managers and Human Resources employees on vetting resumes—including protocols on what to do when discrepancies are found—is essential.

Facilitating inter-generational understanding in your workplace and marketing can make for both better workplace communication and improved outreach to customers.

The key to empathetic solution finding to challenges—particularly those related to where and when employees work—could be making it a team effort and doing away with most hard-and-fast rules about what can and cannot be accommodated.

Training managers and creating protocols to ensure listening—rather than assumptions—guides decision-making.

It is crucial to train employees to clearly and effectively communicate with customers and project the image you want your community to have of your company.

Skeleton staff may be a reasonable short-term emergency measure to keep an organization afloat when it is in dire financial straits. But it is not a sustainable way to grow a business over the long term.