Fresh Perspective on Employee Engagement
Employee Engagement is a hot topic right now. It is, however, possibly an even trickier one than most of us realise. That’s because we all … Read more
People as Assets
A Google search on “people assets” yielded 664 million results! That is very nearly two thirds of a billion. Mind-boggling! (As is the fact that … Read more
Here and Wow!
The other day I had an epiphany! I was watching a Matthieu Ricard TED Talk on “The Habits of Happiness” and was struck by his … Read more
Beating the Crisis of Ethics
Flavour of the past week has undoubtedly be the question of ethics. Editorial comments have abounded and most, if not all, the newsletters I have … Read more
How to Increase Your Return on Training (ROT)
Now you have an unprecedented means of creating, measuring and managing learning and development within your organisation. It turns training from an expense into a properly evaluated investment with the appropriate return on investment (ROT) that ensures your training is more effective and actually transforms your organisational performance in the way you intend it to.
Time to Increase the ROT
Viewing training as an investment seems to be the exception rather than the rule. Given this and the fact that UK businesses alone are estimated to spend over £50 billion a year on training, it is no wonder that management is so ready to ditch it. It could not be otherwise. That is why the time has come to measure and increase the ROT.
Leadership and Popularity
Ultimately change requires vision, and vision is the initial prerogative of few. It is the visionary who conjures a different future. Yet,without entrenched power, they must win “popular opinion” to realise it, because the majority only accept the need for change when the status quo becomes unbearable.
How to Unlock Innovation
Just imagine how you could transform your results if you could:-
Inspire you people towards a common goal;
Enable them to stretch themselves to fulfil their own potential in the process; and
Collaborate effectively to achieve that common purpose.
My model of employee ownership provides the framework to create this.
Don’t let prejudice stifle innovation!
So beware prejudice governing you and your actions. Even more importantly, ensure prejudice is not stifling your organisation. Make sure all your people have a clear vision of what you are trying to achieve and that they listen and help one another “to be the best they can be.” After all, isn’t that what personal fulfilment really is? And that is the best guarantee of organisational success.