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In Part 2 and 3 of this posting we were looking at the first two key strategies for shaping tomorrow’s workforce which are: learning programmes must be more results-orientated and learning methods must be more flexible and content more relevant. Here we will reveal the final key strategy as well as out concluding remarks. KEY STRATEGY 3:...
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In Part 2 of this posting we outlined the first key strategy for shaping tomorrow’s workforce which highlighted that learning programmes must be more results-oriented.  Here we will look at the second key strategy. KEY STRATEGY 2: LEARNING METHODS MUST BE MORE FLEXIBLE AND CONTENT MORE RELEVANT In today’s economy, survey respondents are increasingly focused on...
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Looking at the Numbers—Trends in Learning The Learning Trends survey results confirm the changing requirements of successful performance improvement initiatives, as respondents noted the following priorities for the achievement of positive learning outcomes. • Overall and overwhelmingly, organisations report that innovative learning solutions (70 percent) are needed to accomplish their business objectives. • Regarding professional development solutions,...
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According to The Economist, if the 1990s was the age of abundance, then the 2010s may well be the age of scarcity. In both the private and public arena, the order of the day is trimming waste, tightening budgets and identifying efficiencies to ‘do more with less.’ In this lean environment, how do leaders...
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On my previous blogs, I talked a lot about how to move your course-end “Smile” sheets to “Smart” sheets.  Smart sheets collect the basic level 1 & 2 data, but also predictive level 3 & 4 data from individuals after the training. After about 90 days, we go back to these individuals and validate...
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I was doing a presentation throughout Europe and the Middle East this past May about risk management and PMO.  It was titled—Risk Management Best Practices for Establishing and/or Sustaining a PMO.  I was struck about the lack of focus on risk management by PMOs.  I had representation from many geographies and industries and only...
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Your business case should be more than a financial document; it should be a strategy document. Crafting a business case that shows a strong return on investment can be powerful, but those numbers alone do not tell the whole story about a project’s potential impact. When weighing project acceptance, there are other crucial factors to...
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The current state is often as follows: A PMO or HR has engaged ESI (The best of the best!) to run a professional development programme for increasing the competency of Project Managers and make a difference to the organisation A solution is in place for multiple levels in the organisation Often the impact is assessed based on...
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Strengthening and evolving your company’s skill and performance level requires more than educating your employees. Without a thoughtful plan mapped around metrics, milestones and the right learning for the right people, you can rapidly get off track, lose sight of your objectives and waste your training budget. To achieve long-term benefits and positive ROI,...
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Executives spend a lot of time identifying the right strategies for the business that, sooner or later, turn into projects and programmes.  A company’s ability to implement or execute these projects, which are often large and very visible, is what often distinguishes success from failure.  Based on my work with executives and global clients, I...
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