May / June 2013

While the number of organizations offering virtual work arrangements has increased from 35 to 45 percent over the last few years, a few notable companies recently have gone against the trend and banned working from home policies. These moves may lead more employers to reevaluate their own flexible work arrangements, says Aon Hewitt, the global human resource solutions business of Aon plc.

LEADERSHIP DEVELOPMENT By Jeff Orlando and Karen Eber, Senior Managers, Leadership Development, Deloitte Services LP

By Stacey Harris, Vice President, Research and Advisory Services, Brandon Hall Group As we discussed in the March/April 2013 edition, Brandon Hall Group has partnered with the Society of Manufacturing Engineers (SME) and Training magazine to better understand how today’s organizations are individually addressing the skills gap. The research goal was to understand the solutions that are working today—particularly how organizations are hiring and developing their skilled workforce.

Like butterflies bursting from their cocoons and flying to new heights, the 25 winners of Training magazine’s 2013 Emerging Training Leaders awards are on an upward trajectory of leadership and organizational success. These 25 training professionals have been in the industry for two to 10 years and have demonstrated exceptional leadership skills, business savvy, and training instincts.

Broader thinking, higher expectations, and deeper analysis characterize the organizations represented in the 2013 iteration of the annual Global Leadership Development (GLD) study conducted by Training magazine, the American Management Association (AMA), and the Institute for Corporate Productivity (i4cp).

I would not be a happy camper if my publisher pulled a “Marissa Mayer” and called me to say I could no longer work from home after three blissful years of doing so and would have to resume my four-hour-a-day commute to an office in New York City. And I shudder at the very thought of coming home to two lonely, enraged dachshunds with too much time on their…um…paws. I certainly would think about looking for another job. In the meantime, I would drag my sorry self to the office and be unhappy, unengaged, and resentful (and probably pretty unproductive).

By Margery Weinstein

By Margery Weinstein

By Gail Dutton It takes leaders to develop leaders. That’s the No. 1 lesson from America’s top corporations. Companies that create in-house “leadership incubators” often have great success, but only if they have active involvement by senior leaders.

By Frank Waltmann, Ph.D. This is the first of a three-part series of articles written exclusively for Trainingmagazine on business challenges and opportunities in Asia and how Swiss-based pharmaceuticals and life sciences company Novartis’ learning and leadership development programs are helping address the myriad issues.