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Corporate/academic partnerships may be a big part of the solution to the skills gap. The key to success lies in understanding the challenges, choosing the right partners, and measuring effectiveness.
By Damian McKinney Early in Walmart’s history, most store managers began their careers working at the register or another entry-level position. Through a gradual process of working their way up the corporate ladder, these employees were promoted to store manager in seven to 11 years. This process served the company and its employees well, providing a secure predictable career path and producing knowledgeable, loyal people at the middle-management level.
By Michael Leimbach, Ph.D., Vice President, Global Research and Development, Wilson Learning Worldwide Managing and leading in today’s organizations is growing more difficult. More products are coming to market faster, partnerships among companies in different industries are increasing, global expansion has created huge multinational companies, and trends toward matrix management and cross-functional teams are accelerating.
By Dianne M. Durkin “The true essence of leadership is that you have to have a vision. You can’t just blow an uncertain trumpet.” —Theodore Hesburgh There are many myths about leadership that often prevent people from developing their leadership skills. They think if they were not born a leader with some magic leadership dust in their DNA, they cannot become one in the future.
By David Clutterbuck Talent managementsystems are built upon the assumption that talent can be identified with relative ease and accuracy. This assumption is questionable for a number of reasons. First, in practice, talent is often emergent. It sometimes takes time to become obvious to the talent holder and to observers. Someone may need to be placed in a stretching situation, which stimulates them to exercise a talent, before they recognize it as such.
By Scott MacFarlane, MSM
BEST PRACTICES BB&T Corporation: Leadership Development Program (LDP) Twice a year, a class of Leadership Development Program (LDP) associates relocates to BB&T University for nine months to participate in the four phases of the program. Associates choose one of two concentrations to specialize in: business banking or specialized corporate functions. Program framework and highlights include:
As part of Brandon Hall’s Analyst Insight program, it received a recent member question concerning leadership development. The member wanted to know the benefits or disadvantages of creating a GE-style leadership program that takes recent MBA graduates and rotates them through the organization for a year or more with a focus on learning an organization’s culture and succession planning. The idea sounds great—but what works for GE may very well be a disaster for a smaller, less global organization.
Training magazine taps 2012 Training Top 125 winners and Top 10 Hall of Famers to provide their learning and development best practices in each issue. Here, we look at strategies for communication/customer service, employee retention, and sales training. COMMUNICATION/CUSTOMER SERVICE By Jon Kaplan, Director, Training Center of Excellence, Discover Financial Services
By Margery Weinstein Like many companies, your organization likely is expanding to international markets with overseas employees or affiliated workers who need training. Before you worry about developing learning plans and content for each market from scratch, consider what three 2012 Training Top 125 winners do to make their training materials ready for overseas learners. With the right plan and enough flexibility and cultural understanding, your core training messages can cross oceans and continents. Consistent Lessons, Culturally Relevant Delivery