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Farmers’ Presidential Leadership Program
Edited by Margery Weinstein
To reach aggressive business goals, Farmers Insurance says it needs leaders who understand the destination and can inspire others to reach objectives as a team. Launched in February 2011, Farmers’ Presidential Leadership Program (PLP) develops emotionally intelligent, “whole” leaders who will engage the company’s employees to exceed business goals.
MassMutual Fosters Open Communication
Edited by Margery Weinstein
Through employee engagement survey feedback, MassMutual Financial Group saw an opportunity to improve its ability to foster open and direct communication. This includes peer-to-peer and employee-to-manager communications.
Virtual Tech Alters 21st Century Corporate Learning
By Eric Vidal, Director, Product Marketing, Event Services Business Segment, InterCall
Technology has altered the reality of today’s learners. The evidence is all around us. Employees (students), both young and old, constantly have their noses buried in large and small screens, often at the same time.
Leveraging 3 Primary Management Styles
By Paul B. Thornton, Professor, Business Administration, Springfield Technical Community College
Management style greatly affects employees’ motivation and capacity to learn. The most effective managers vary their styles depending on the employee’s knowledge and skills, the nature of the task, time constraints, and other factors. By so doing, they encourage and inspire employees to do their best at all times.
Cultivating Culture
Teaching employees not just how to do their jobs, but the way you expect them to treat co-workers and customers, requires leading by example and consistent communication.
Empower the Front Line to Lead
By Ray Attiyah
Transitioning leadership of the day-to-day aspects of the business to the front line is rarely as easy as simply saying it needs to occur. The goal is not to dump responsibility in the lap of the front line and then dash to an office to start thinking of improvement opportunities. Effective leaders want to transition responsibilities so the front line is always capable of undertaking them. Then leaders can start planning proactive improvements for the front line’s systems and processes.
Media Screening: Avoid Brand Damage From a Bad Hire
By Bill Tate, President, HR Plus
In today’s economy, where jobs are still scarce and the competition for open positions is fierce, how does a company know it has selected the perfect candidate for an executive position? Sure, you have completed numerous face-to-face interviews; the candidate has passed the background check, fingerprinting, and drug testing; and references have been called. But what else should you know?
How to Maximize Millennial Potential
By Jorge Pérez Izquierdo, Senior Vice President, Manpower North America
Closing the Skills Gap
By Dr. John Ebersole, President, Excelsior College
President Obama frequently reminds us that the U.S. is losing the competitive edge provided by our highly educated, post-World War II workforce. In fact, he notes that if present trends continue, the next generation of American workers will be the first in the history of our country to be less educated than the one before it.
According to the U.S. Department of Education, we currently have some 90 million adults in our workforce with no degree. Of these, 36 million have “some college” but no degree.
Training Today: Do Your Homework
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.