27th Nov 2015
Good article...and good points made by Lucy too.
Personally, I think that appraisals and associated feedback should also kept constructive and mapped back to the individuals job role and the strategic objectives of the company.
Activities can then be planned to identify the performance element under discussion and show ways of improving it going forward.
We recently published a piece of recent on high-performing training organisations, which maps the key characteristics that many of them share. You can download it here if it is of interest; http://goo.gl/Usg0SJ
I do tend to agree with Lucy however that the term psychological appraisal does echo back to some form of archaic performance appraisal - hopefully we have moved on from those practices now.
27th Nov 2015
Really useful post, thanks.
I always try and use single images to reinforce a point as this is likely to be associated with the point more than words on a slide and therefore more memorable.
Some form of reinforcement activity also works well.
9th Oct 2015
Great article Alison and very useful. I'm in the process of recruiting some new graduates and apprentices and this is certainly one technique that I'll be using.
In my experience, mentoring is hugely beneficial to both parties and for a whole variety of reasons.
For me it boils down to leadership. The tone of an organisation is set from the top down, whether that's effective strategy and marketing or a positive culture of mentoring in the business.
Anyway, thanks again for the article, there were definitely some useful takeaways in there for me.
2nd Oct 2015
Great piece Justin, you raise some really interesting (and topical) points.
The tone and culture of an organisation is certainly set from the top down. And as you point out, those at the top that actually "do", are proven over time to be the best leaders.
I company I work for have a number of high-profile Training Provider clients. We carried out some research to see what common thread of winning habits are embodied by all of these high-performers. Some of the points you make certainly ring true with our findings; not spending too much time on blue sky thinking, a "vision" not being enough and not just focusing on personal gains were themes that we also identified.
25th Sep 2015
Great piece, thanks for sharing.
Slightly off-topic comment but I think still relevant, many of our clients in the private training sector now use social media as a key channel to liaise with existing customers, recruit new business, co-ordinate events, answer questions etc etc.
We all spend a lot of our time in cyber space now and are comfortable there, so why wouldn't you let your clients, staff and prospects communicate using channels they like - it can only help engagement and retention.
18th Sep 2015
Successful companies are the ones that continuously reinvent themselves to stay ahead of the competition and grow.
Micro-management and working longer hours will produce a short-term upturn in performance – but it’s not sustainable in the long run.
Although organisations vary in their offerings, industries, structures and strategic approaches, there is a golden thread of common leadership habits that run amongst the most successful high-performers.
The development and reinforcement of these fundamental habits is essential for any aspiring business leaders.
Become competent and capable in each of these areas and you’ll be able to accomplish extraordinary results, far faster and easier than your competitors.
25th Aug 2015
Great article, I certainly agree that Lord Coe is the right man at the right time to clean up the mess that Athletics finds itself in.
We've also done some research within the L&D sphere and found that Successful companies continuously reinvent themselves to stay ahead of the competition and grow.
Offering more courses, aggressive sales techniques and working longer hours will produce a short-term upturn in performance – but it’s not sustainable in the long run.
Therefore it becomes critical that training providers nurture habits that not only help them sell more courses, but also deliver those courses cost-effectively and
with a positive experience for both customers and staff.
Although training providers vary in their offerings, industries, business structures and strategic approaches, there is a golden thread of common habits that run
amongst the most successful high-performers.
The development and reinforcement of these fundamental winning habits is essential for any aspiring business. Become competent and capable in each of
these areas and you’ll be able to accomplish extraordinary results, far faster and easier than your competitors.
Shameless plug here, so we put together an eBook that takes inspiration from Stephen Covey’s ‘Seven habits of successful people’. In this eBook we have taken straightforward lessons from years working closely alongside leading International Training Providers - creating a similar list of seven habits that aspirational and ambitious Training Providers can apply.
I've included the link below, I hope either yourself Mark, or some of your peers find some of the content useful.
19th Aug 2015
Great post and very relevant at the moment. We live in a hyper-connected world, where everybody is constantly "plugged in" want information instantly.
The only way for employers to be responsive to customer demands is to be constantly "plugged in" themselves, that means making business systems available from the cloud and on all devices.
Enabling customers to self-serve, automating and streamlining processes and using social platforms for customer interactions will be key. Customers have the power now and we must operate on their terms.
Similarly, having an in-depth understanding of your customers and their challenges and goals will allow you to really add value. This can be done through powerful CRM profiling in your training management software
or simply refined account management and market research skills.
Using technology to measure training ROI and aligning this to central business functions and objectives, will help HR and L&D gain a seat at the "top table" - only then will they be able to facilitate real change to people and processes.
7th Aug 2015
We live in a time of hyper-connectivity, everyone wants to be "plugged into the mains", both personally and professionally 24/7.
We want instant information, without having to wait...so surely we can only expect our employers to want to same. There's a good article here in The SMH; http://www.smh.com.au/business/workplace-relations/wearable-technology-c...
Gartener predicts that smartclothes will soon overtake smartwatches and smartglass. What if workplace Managers could monitor their teams mood or productivity by staff clothing glowing a certain colour?
It may all seem a bit 1984 Owellian, but Google and Facebook capture vast swathes of data on us on an hourly basis. Most of us are either not aware of this or choose to ignore it if it does not impinge on our daily routines.
Training Managers now use software to run reports from their smartphone or tablet remotely while on the train.
The fact is that if used ethically, there is real power in the data. At the minute many wearable tech manufacturers have a solution and are looking for the problem - once they do this, every facet of our lives will be plugged into the matrix.