This post contains a summary of research into learning and development, and performance improvement in June/July 2008. All work is that of the authors, and I have provided links to the original articles.
Coaching: A Global Study of Successful Practices
A new report from the US commissioned by the American Management Association looks at the impact of coaching on organisations. Coaching: A Global Study of Successful Practices revealed that an overwhelming number of the 1,030 executives surveyed worldwide believe coaching is associated with improving individual performance and developing high-potential employees/leaders.
Here are some of the more important findings:
- Coaching is used by only about half of today’s companies.
- Coaching continues to gain in popularity.
- Coaching is associated with higher organisational performance.
- Coaching is primarily aimed at boosting individual performance.
- Evaluating coaching’s performance may help boost success rates.
- Peer coaching needs to become more effective.
- Coaching’s international future looks bright.
This comprehensive 87 page report can be found here.
Unlocking the DNA of the Adaptable Workforce - IBM’s Global Human Capital Study 2008
IBM’s Global Human Capital Study 2008, begins with the premise that winning in competitive and quickly shifting markets requires responsive organisations, and more importantly adaptable workforces. The report is based on interviews with over 400 HR execs in 40 countries.
The key finding that emerges from this report, is that very few organisations believe that their workforces are very capable of adapting to change. The report goes on to identify key capabilities that influence the workforce’s ability to change.
The report can be downloaded here after an annoying registration process.
Crisis, what crisis? The future of elearning
Writing on TrainingZone, Linda Loader, the Managing Director of Infinity Learning, gives her views on the findings of the CIPD’s Annual Learning Survey with respect to elearning.
She concludes as follows: “We will need an increasing focus on tailor-made solutions to meet defined business needs, with the appropriate use of technology as part of a dynamic learning mix”.
The article appears here.
What makes a team really perform?
Writing on TrainingZone, John Frost argues that it is the emotional strength of the team that enables them to perform. Factors like trust, emotional resilience, communication and leadership are all critical success factors in teams that consistently deliver results.
The article appears here.
Keep your nerve in face of economic turmoil, says CIPD chief
Jackie Orme, the chief executive of the CIPD, writing in a new report called “Futures: Leading Through Uncertain Times”, argues that “organisations willing to seize the opportunities to recruit, reward, retain, train and develop talent - despite tougher times - are the ones likely to benefit from a competitive edge when the economy picks up again”.
The report appears here.
Keeping staff happy is the bottom line
Writing in the Times, Sue Leonard, argues that “smart bosses who make career development a top priority can help stop a brain drain of top performing employees and save their organisations substantial sums of money into the bargain”.
According to research by the CIPD lack of career development accounts for 39% of departures from firms. But turnover rates drop dramatically in companies that have high levels of employee engagement. Average turnover for the top 10 of mid and small firms, and the top two big companies, is 15% compared to 17% for other listed organisations and 19% for those entering the competition but not making it to the lists.
The article appears here.
Modern myths of learning: You only remember 10% of what you read
You remember 10% of what you read
You remember 20% of what you hear
You remember 30% of what you see
You remember 90% of what you do
It's easily remembered. It's widely repeated. It's completely wrong.
Donald Taylor examines this, and other learning and development myths, and contentiously concludes that: “We do not have a (learning and development) profession. A real profession would have more concern about what was acceptable data rather than adopting things uncritically because they look pretty.”
The article appears here.
The future is bright - and blended
A new European training study shows that the UK is leading the way in making training practices more effective. The report shows that in the UK, the biggest growth area is without doubt blended learning – combining face-to-face learning, elearning and on the job, line manager training.
The article appears here.
