kriskiler | Leader's Beacon

Leading with Talent Development

Posted on 07 January 2010. Tags: Communication Styles, Customer Satisfaction, Employee Performance, Hierarchy Of Needs, High Performance, Human Capital Management, Physiological Needs, Profitability, Self Actualization, talent management, Upper Management

Using talent management software packages to administer employee performance has suddenly become hugely popular. Within this new-found appreciation of the need to better address the management of human capital is the need to develop the actual talent within that resource pool. According to a recent report titled Human Capital Management: The CFO’s Perspective, sponsored by CFO Research Services, 92 percent of those interviewed believe that human capital has a direct effect on customer satisfaction, 82 percent said it has an impact on profitability and 72 percent felt it shows up in innovation and product development. Continue Reading

Talent Development: Why Management Is Not Enough

Posted on 27 November 2009. Tags: Better Relationships, Disc Profiles, Employee Assessments, Employee Behavior, Employee Engagement, Keirsey Temperament Sorter, Myers Briggs Type, Myers Briggs Type Indicator, Psychological Models, Psychological Type, Quality Management Programs, talent management, Team Management, Top Management

In an era of managing costs in order to grow revenue, it’s not surprising that talent management software and other programs are so popular. These tools attempt to make all areas of human resources, from employee assessments to controlling labor hours, more efficient and productive. A problem arises when top management realizes that these quality-management programs lack the buy-in from participants that it had hoped the programs would engender. And that’s where talent development bridges the gap. Continue Reading

Using Training to Support Employee Engagement Initiatives: 7 Keys for Success

Posted on 10 October 2009. Tags: Conflicts, Employee Engagement, Engagement Initiatives, Enthusiastic Employees, Learning Environment, Learning Environments, Meaningful Opportunities, Organizational Strategy, Participant Group, Personality Style, Personality Types, Perspectives, Strengths And Weaknesses, training tips, Workforce, Workplace Design

Engaged employees demonstrate three characteristics: commitment, involvement and enthusiasm. Employees become engaged when their employers meet their basic needs, create meaningful opportunities to contribute, foster a sense of belonging, and provide chances to learn and grow.* Employee training is likely to be a key factor in the implementation of any organizational strategy aimed at improving employee engagement. Continue Reading

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Leading with Talent Development

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Talent Development: Why Management Is Not Enough

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