By Jeff Kortes, President, Human Asset Management LLC Who should be responsible for the training and growth of an employee? Ultimately, the responsibility lies with the employee. But it also lies with several others, as well. The immediate supervisor and the organization itself also have an obligation to provide opportunities and encourage an employee to grow. Can an employee grow in a non-supportive environment? Absolutely. But it is much harder.
By Mary Hladio, Founder and CEO, Ember Carriers Leadership Group
By Tim Ogilvie and Jeanne Liedtka Want the biggest bang for your growth investment dollar? Dave Jarrett, a partner at the consulting firm Crowe Horwath, is happy to share his philosophy: involve the customer very early in the process. Here’s what Dave told us recently:
By Morris Graham and Kevin Baize
By Dr. Daniel Goleman You may have heard that we’re born with a huge amount of brain cells, and then we lose them steadily until we die. Now, the good news: That’s neuromythology.
By Lee B. Salz When a sales candidate accepts a job offer, everyone is all smiles. Yet, those smiles can quickly turn upside down if you are making any of these salesperson onboarding mistakes:
By Margery Weinstein
By Michael Rich Safety training is an important part of any business. It helps to protect your company from costly injuries and keep employees safe. However, effective training consists of more than locking your employees in a closet and forcing them to watch a video. It needs to include interaction, be engaging, and, most of all, effectively deliver the intended message. Follow these three tips to ensure an effective safety training program:
By Mark Scullard, Director, Research, and Jeffrey Sugerman, President and CEO, Inscape Publishing
By Joseph Gianni, CEO, 2logical “Change on a dime!” “We need to do more with less!” “Innovate!” These are the battle cries from the executive ranks to the troops, and in today’s business world, they are the reality we face virtually every day. This drive toward continuous innovation has rendered the traditional reactive method of people development—closing individual skill gaps that seem to stand in the way of results—obsolete.