|
January 16, 2003
Welcome to 2003! No one knows what will happen this year. Nothing new in that idea, I know. I think they call that the uncertainty of life. My only resolution (except for my annual diet pledge) is to embrace uncertainty and challenge myself to approach every unknown as a great opportunity. Too idealistic? Perhaps. One thing everyone has to recognize is that things will change. Training and HR management should be involved in managing change in any organization.
The basic fact that change will occur is a primary focus of this issue of WorkplaceXpert. In addition to the article below by Patricia McLagan, you may want to review a very interesting interview that appeared on HR.com. To read that interview of Rosabeth Kanter of Harvard, by David Crisp, click here.
In addition to the interview linked above, this month we focus on a number of key issues readers have identified as challenging the training and HR manager.
Articles in this issue:
The Change-Capable Organization
Development as a Retention Tool
Costs Drive Safety Training Needs
Legally Required Training You Must Do
E-Learning Perspectives: Slow Down, You Move Too Fast
We are delighted to continue to offer training and HR professionals this newsletter free of charge. (WorkplaceXpert is not a Website - although it acts like one.) You have to subscribe to continue to receive WorkplaceXpert! If you have not yet signed up, please click here and submit the registration form. If you have subscribed, please forward this to an associate who would value the content.
As always, thank you for your involvement and continued dedication to training!
- John Quincy, Editor
The Change-Capable Organization
By Patricia A. McLagan
Change is a relatively recent management topic everywhere in the world. While it has always been an issue, it's now one of the issues. The costs of change failures are rising as organizations try (and fail) or make costly and repeated mistakes to implement complex and organization- wide initiatives such as reengineering, diversity awareness, globalization, quality and productivity programs, as well as complex alliances, mergers, and acquisitions. Many surveys put change management at the top of the list of executive concerns.
A managing change approach is especially important when an organization isn't fundamentally designed for success with change—and most organizations aren't. A managing change approach is needed when, in order to implement change,you must override and supplement the normal processes of the business.LEARN MORE
Development as a Retention Tool
By John C. Scott, Ph.D.
In today's volatile economy, corporations are continually looking for innovative ways to enhance shareholder value and improve bottom-line results. While there have been a variety of strategies implemented to achieve these goals, successful organizations increasingly recognize that survival and growth in the current marketplace cannot occur without an effective talent-retention strategy. LEARN MORE
Costs Drive Safety Training Needs
By Shawn Adams
Organizations trying to do more with less need someone in management to help keep those costs in check. Often, that person is not a trained safety specialist but the busy human resources professional. Unfortunately, many HR practitioners are not as experienced in this area. How, then, does an HR professional effectively deal with the important responsibility of safety and risk management?|
Training is one of the key elements to reducing workplace accidents and the costs associated with them. HR is well versed in training and development, but knowing how to train is one thing; knowing what to train on is an entirely different matter. To find this out, HR must conduct a safety training needs analysis. And a good place to start is with the big three culprits of workplace safety costs—workers' comp, OSHA and indirect losses. LEARN MORE
Legally Required Training You Must Do
By D. Goldman
If you're like me, you get a training catalogue or course offering in the mail (or e-mail) everyday. A lot of these programs sound great (and a few of them probably are). But with shrinking budgets what are the courses and programs you really must provide employees? We could do cost benefit analyzes all week but don't really have time for that. So how about making the process simple. Start with running programs on the subjects that are required or implied by law. Here's a short list of four legally imperative training subjects. LEARN MORE
E-Learning Perspectives: Slow Down, You Move Too Fast
By Elliott Masie
Some Things Really Need More Time. Much of the dialogue about e-learning focuses on speeding up the learning process. Many content companies promote the accelerated learning process as a key value proposition in their marketing. Most current e-learning implementations by corporations are, in part, focused on condensing the learning process. This is essential to the business application of learning. LEARN MORE
What’s New?
eLearning Magazine published their annual Buyers Guide in the December 2002 issue. You can link to that here, as well as locate the guide from our Buyers Guides Resource Button.
ASTD Releases its Latest State of the Industry Report
Making the Business Case for Training is More Important than Ever Before
Training investments are holding their own, despite the recession and the effects of the September 11 attacks, and a higher share of total training expenditures are going to e-learning, according to the latest research report, Training for the Next Economy: An ASTD State of the Industry Report, published by the American Society for Training & Development (ASTD). LEARN MORE
NEXT MONTH - We are constantly searching our industry resources for other practical ideas to help you be an effective workplace expert! If you have topics you wish explored, or resources to share, for future editions, please forward them to me. JQ
|
|
