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Current Issue: MAY 2013
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Developing your organization »
Learning must take place at all levels
By Yogesh Sood
May 1st 2013
There should a clear focus on learning and development at each level, even at the level of the chief executive officer who should continually impart learning on values, mission and vision of the organisation.The annual L&D plan must have a strategic perspective on the desired business impact from such activities. This also needs to be linked to organisational priorities and determine who will undergo what type of learning, how the measurement will take place and what will be taught by exte... Read more »
An approach with sustainable impact
By Anupam Sirbhaiya
May 1st 2013
Over the last decade, HR leaders have invested a lot of thought and energy on how to make HR a valuable business partner. A major part of this effort has been around aligning structure and processes; and now learning & development is emerging as the critical piece of the jigsaw. Some essentials that help create a credible and high impact L&D are follows. Alignment with business: A leadership strategy that supports the business strategy provides alignment at a high level. An aligned L&... Read more »
3 factors to help develop talent
By Santhosh Babu
May 1st 2013
Every chief executive knows that the right talent for the right position is the most important asset of an organisation. Talent development has become a mission-critical company process. The term – talent development pipeline architecture – is gaining popularity as organisations have become more serious about building leadership capabilities.Underscoring the importance of talent, PepsiCo CEO IndraNooyi said,“Perhaps the greatest challenge business leaders face today is how to... Read more »
Shifting trends in new hire training
By Mohit Garg
May 1st 2013
Engaging new hires and onboarding them into the organisation is both a challenge and an opportunity for companies today. Research has shown that an employee’s long term commitment and longevity at an organisation is influenced significantly by the experience during the first 90 days of employment. Even though most organisations realise the importance of a well-designed onboarding programme, it rarely gets implemented due to several practical constraints. The reasons are manifold, but pri... Read more »
Success of an L&D plan is in your hands
By Anu Wakhlu
May 1st 2013
A Learning and Development (L&D) plan must be derived from the business context and the company’s current and future business plans. For example, if the company is planning to diversify, then the competencies related to that goal must be part of the L&D plan. Besides this, the plan should be linked to bridging the competency gaps and must have a clear deliverable and a strategy on how the L&D interventions would be implemented.Many companies find it hard to decide whether the... Read more »
OD Consultant transforms business growth plans
By Ashish Patel
May 1st 2013
I have tried substantiating my premise of assumption with a real case study for OD Scope & its potential impact in business growth and transformation.One of the renowned business groups had undergone a major business crisis since one of their largest customers turned into competition.The situation had worsened since the customer had taken away majority team members across the levels. The client organisation is known to believe in retaining internal resources, encourage employment opportuni... Read more »
Global CEOs train your leaders via laptops
By Karthik K.S.
May 1st 2013
Susan, the CLO at one of India’s Top MNCs wakes up every morning troubled with the same issue - she has been breathing down the necks of some of her organization’s Senior Managers to go attend the Management Development Programs they signed up for but they are not budging. Do they take a sabbatical from work to sharpen their leadership skills or do they try to achieve their sales targets?This Catch-22 situation is commonplace in Corporate India today. But this situation is fast cha... Read more »
The new age of customised training
By L.A. Balamurugan
May 1st 2013
It is common knowledge that an L&D manager spends a great deal of time in finding a service provider or while nominating employees for external public workshops. Both situations present unique operational and procedural challenges. While undertaking these exercises, an L&D manager is faced with questions around the efficacy of choices and the basis of selection.Arranging an in-house training with an external vendor/trainerWhile the L&D department may have a bunch of trainers who&rs... Read more »
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