Magazine Articles

Today’s business landscape requires that companies foster the development of new ideas, tap into critical employee thinking and knowledge, and enable the synergy of teams to revolutionize their existing business in order to establish an effective roadmap for a strategic employee lifecycle.

For companies smart enough—and lucky enough—to sustain a strong brand, that brand is a gold mine. For a great brand, customers will drive the extra mile, pay the extra dollar, and refuse to consider lower-priced “me too” offers from competitors.

Find out about the latest advances in training technology.

While not yet back to the levels seen in a buoyant economy, a substantial majority (72%) of respondents to a BlessingWhite survey believe they personally have the biggest control over their next career move (as opposed to their manager or the company they work for).

The latest products and services launching in the training industry.

The latest training industry mergers, acquisitions, partnerships, and more.

One question business leaders are still asking: “How are we going to get a return on our training investment in people who don’t stay for the long haul?” The question you should be asking: “How are we going to change our approach to training so our investment is not so vulnerable?”

NEARLY 71% OF 200 WORKERS between the ages of 18 and 60 believe their employers consider training to be important, but only 38% said they received 20 or more hours of training in the last year, according to an online survey by Mindflash. On the other hand, almost 58% of participants said that training was helping them to do their jobs a lot better, while approximately 38% said training helped their job performance “a little.” Along the same lines, a large majority (nearly 67%) said that more training would deliver further on-the-job benefits, and most workers (almost 62%) would be willing to take training courses during non-work hours.

If you have a goal to get more things done today, step back and reflect on the environment you work in and ask yourself, “Is this workspace designed to help me focus on the work I have to do?”

IN ITS “PUTTING THE SUCCESS IN SUCCESSION” REPORT, PwC U.S. examines how workforce challenges are having a ripple effect on corporate succession planning. These include declining retention rates, an inability to consistently identify and develop pivotal talent, disconnected processes throughout organizations, and a lack of reliable talent data. “While most organizations conduct succession planning, too often it doesn’t get the full attention of the leadership team until a crisis forces it on the agenda,” notes Sayed Sadjady, partner in PwC’s People & Change practice.