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Sustaining a Culture of Excellence in Continuous Learning
Sep 18th, 2008
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Learning's Value to the Enterprise
Thu September 11th, 2008 7:30 am
Grand Hyatt San Francisco, San Francisco, California
CLO Symposium
Measuring Success:
Learning’s Positive Impact on Business
September 24th — 26th, 2008
Hotel del Coronado, Coronado, California
CLO Symposium
Beyond Boundaries:
Learning's Impact Across the Organization
April 6th — 8th, 2009
Loews Miami Beach Hotel, Miami Beach, Florida
CLO Symposium
Measuring Success:
Learning’s Positive Impact on Business
September 24th — 26th, 2008
Hotel del Coronado, Coronado, California
CLO Symposium
Beyond Boundaries:
Learning's Impact Across the Organization
April 6th — 8th, 2009
Loews Miami Beach Hotel, Miami Beach, Florida
St. Petersburg, Fla. — June 8
Improving leadership capabilities always seems to be at the top of the wish list for most corporations, but if they really want to see improvement, companies should take a harder look at their coaching and mentoring programs.
Despite the fact that most say such programs are very valuable, fewer than one-fifth think their own programs are good or excellent, according to a just-released study conducted by the Institute for Corporate Productivity.
The study found that, of the more than 300 organizations polled, half don’t have such programs at all.
“There seems to be a tremendous missed opportunity here,” said Jay Jamrog, i4cp senior vice president of research. “Our study shows that the most common use for these programs is to develop executives and other managers. But in an age when so many organizations are saying there’s a shortage of leadership, they’re underutilizing one of the best tools available.”
The study found only about half of respondents say their organizations have formal coaching and mentoring programs (49 percent coaching, 47 percent mentoring).
When asked what percentage of their employees use coaches or mentors, 52 percent said coaches were used by 5 percent or fewer of workers, and 62 percent said the same thing about mentors.
“Three out of five respondents said they considered coaching to be quite valuable or very valuable,” Jamrog said. “Yet, 82 percent reported their coaching programs were only ‘average’ or below. By boosting both the quality and usage of these programs, organizations might make a huge dent in today’s and tomorrow’s leadership shortages.”
To find coaches and mentors, most organizations look internally, with 68 percent reporting they find their coaches in-house, compared with 93 percent locating mentors within the company.
When selecting coaches externally, 55 percent rely on recommendations from colleagues or other organizations.
The top coaching qualification listed (71 percent) was business experience, followed by recommendations and consulting experience.
As for training of mentors, 44 percent of respondents use some type of internal training function, and 39 percent said no special training is required. Thirty-two percent report using in-house mentors to train others.
The Coaching/Mentoring Practitioner Consensus Survey was conducted by i4cp, in conjunction with HR.com, in May 2007.
Sales Representative/Account Executive
06/05/2008
Berlitz Languages, Inc., the global leader in language and cultural training, with more than 130 years of experience and 450 worldwide locations in over 60 countries, is currently accepting applications for a Sales Representative/Account Executive for our New Jersey market.
Recruit the right prospects
03/19/2008
Reach the right prospects with Executive Search and improve your possibilities for fast, effective, successful executive recruitment.
September 2008
Social Media Implementations
Many organizations are blending the best of learning methods with social media to provide access to a rich variety of e-learning.
September 2008
Leading With Substance and Style
Senior executives learn that people are always watching them and making all manners of attribution regarding their actions, mannerisms and trappings.
September 2008
Learning’s Sacred Cows
I feel we as a learning industry have a responsibility to constantly evaluate our departments, our offerings and those we serve and reflect on how we’re doing.
September 2008
Developing Great Leaders
From the start, Tom Griffin, vice president of organizational learning and chief teaching officer at U.S. Cellular, realized that “what separates the good from the great” is character.
September 2008
Rising to the Top Down Under
When Australian telecom Telstra wanted to transform from a traditional utility model into a modern integrated media company, it created the Telstra Learning Academy.
September 2008
Training Outsourcing on the Decline
Chief Learning Officer magazine’s Business Intelligence Board survey results illustrate that the number of companies using training outsourcing has declined.
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