Lionheart Group Scam Prevention Steps

(From Business Wire) — Corporate executives can expect moderate salary increases and tougher performance hurdles in 2012, according to a new survey from independent compensation consultancy Pearl Meyer & Partners. The firm’s annual preview of executive pay programs shows companies are modifying incentive-based compensation programs in response to pressures to provide a better alignment between executive pay and performance. “Both the survey results and our client work point to a recognition by corporate leaders that linking pay to performance is absolutely essential – and that they’re less than satisfied with their current programs in that regard,” said Jim Heim, Managing Director of Pearl Meyer & Partners. The 190 survey participants in PM&P on Compensation Planning: Looking Ahead to Executive Pay Practices in 2012 from the Fortune 50 to emerging high-growth companies. Publicly traded companies accounted for 57% of survey participants, while 29% were closely or privately held, and the rest not-for-profits. Read more .

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New Survey Shows Moderate Salary Growth But Tougher Performance Goals for Executives in 2012

(From The Kansas City Star) — The co-workers of 20-somethings are less than amazed with the younger generation’s work ethic, according to a poll released Monday. The poll of 637 working Americans was conducted on behalf of Workplace Options, a Raleigh, N.C.-based consulting firm. The results showed that 77 percent of workers believed the millennial generation have a different attitude towards workplace responsibility than other age groups. Millennials are primarily people born in the 1980s and early 1990s, who started coming of age around the new millennium. Furthermore, 68 percent of respondents said they think millennial workers are less motivated to take on responsibility and produce quality work, and 46 percent said they think millennials are less engaged at work than others. Read more .

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New poll shows many think millennials aren’t hard workers

This image appeared in the September 1980 issue of Training and Development Journal

These images appeared in a Ned Herrmann article in the October 1981 issue of Training and Development Journal that examined the creative brain. The understanding

How do you switch to a new technology and train frontline workers who cannot work overtime, leave their desks for training, or stop their day-to-day activities? That is an issue that still lingers in today’s business environment. The challenge that AVCO Financial Services faced in this September 1977 Training and Development Journal article was implementing the changeover to a computerized system without disrupting business. This company used a lot of hands-on training right at the employee’s desk. How do you train your frontline staff without taking away from their day-to-day tasks? For more information about T+D magazine, visit www.astd.org/td .

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ASTD Archive Image of the Day: Frontline Training Challenges, Circa 1977

(From usnews.com) — For all the talk about how college is essential to landing a good job after graduation, higher education often fails to prepare students for the workforce in several key ways. Even with a degree from a competitive school and a high GPA, many students graduate without ever having been taught these 10 essentials for the workplace: 1. Effort doesn’t matter; results do. It’s great to try hard, but if you’re not getting the job done well, it ultimately won’t matter. In the workplace, you’re judged by the quality of what you produce, not by how hard you worked to produce it. Read more .

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Blog: What Students Don’t Learn About Work in College

(From LinkedIn) – According to a survey of more than 12,000 global professionals about their career ambitions and satisfaction with their current jobs, 63 percent of respondents said they are “happy” or “very happy” with their current job. The study also revealed that most professionals have a hopeful outlook about their future with their current employer. Fifty-two percent of global respondents agreed that if they work hard and demonstrate results, they have a good opportunity to advance in their company. Read more .

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Despite Global Economic Challenges, Linkedin Research Reveals Most Professionals Are Happy in Their Current Job

(From PR Newswire) — The Intelligence Advanced Research Projects Activity, through an Air Force Research Laboratory contract, has awarded Raytheon BBN Technologies a $10.5 million multi-year contract under the Sirius program. The goal of the Sirius program is to develop serious games that result in better decision-making by teaching participants to recognize and mitigate the effects of their own biases when analyzing information used to make decisions. The team — which includes game designers, cognitive psychologists, and experts in intelligence analysis and in measuring game-player engagement — will design a relevant and engaging game that is based on an international detective theme, blending best research and practices in bias-mitigation with best practices in game-based teaching. Read more .

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Raytheon BBN Awarded $10.5 Million to Develop Game-Based Training Methods and Systems to Improve Decision-Making

This image appeared in the January 1980 Training and Development Journal . The option bags are sorted by basic assessment methods. Two of the methods–work samples and records and reports–showed up in both bags. The bags are separated for an academic setting (client-centered) and a practitioner’s world (other-centered). The article focused on how to select a needs assessment strategy. Do you have a needs assessment strategy? What

(From PRNewswire) — The majority (55 percent) of workers in the U.S. report they are under pressure to develop additional skills to be successful in their current and future jobs, but only 21 percent say they have acquired new skills through company-provided formal training during the past five years, according to a study released today by Accenture. The Accenture Skills Gap Study, which surveyed 1,088 employed and unemployed U.S. workers, found that while more than half (52 percent) have added technology skills in the past five years, few have updated other in-demand skills such as problem solving (31 percent), analytical skills (26 percent) and managerial skills (21 percent). The study also found that more than two-thirds (68 percent) of workers believe it is primarily their own responsibility, rather than their employer’s responsibility, to update their skills. However, only 53 percent of unemployed workers report they understand which skills are likely to be in demand in the next five years, compared to 80 percent of employed workers. Read more .

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U.S. Workers under Pressure to Improve Skills, but Need More Support from Employers

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(From PRWEB) — Fisher Investments released a “Jobless Recoveries” infographic depicting historic unemployment rates following recessions. The examination of seasonally adjusted national unemployment rates against official recessions during 1929-2011 reveals interesting results. As the data shows, unemployment rates typically remain high even after the economy begins recovering from a recession. “Historically, unemployment peaks after economic recovery is underway and even longer after a stock market recovery’s begun,” said Research Analyst Michael Hanson. “Unemployment will likely stay elevated for a time, but history tells us that doesn’t have to hold back stocks or economic recovery.” Read more .

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A Look at the History of U.S. Unemployment

(From Consultant-News.com) — Companies will be spending more on their high performers in 2012 than they did in previous years as they continue to target resources towards those that deliver most to the bottom line, according to survey data from Mercer. However, a two tiered approach to pay is emerging with 12% of companies also stating that 25% of their staff will not get a pay rise in 2012 due to performance issues. The information comes from the 412 senior HR and Reward Specialists who attended Mercer’s 2012 Compensation Planning in EMEA webinar. According to respondents, when asked if, in 2012, they would spend proportionately less, the same or more, on their top performers compared to an average performer than they had in previous years, 44% stated that they would spend more. Fifty percent said that they would spend the same while 5 percent said that they would spend less. Read more .

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Companies diverting more resources to high performers in 2012

This advertisement, for Mager-Pipe Criterion-Referenced Instruction, appeared in the February 1980 issue of Training and Development Journal . Take a good look at the advertisement–there is no phone number, no fax machine, and no URL. How successful would that advertisement be today? Would it catch your attention? When you read T+D , what ads do you stop and look at? Have you ever purchased anything from a company because you saw their ad in T+D ? For more information about T+D magazine, visit www.astd.org/td .

(From the Washington Post) CHICAGO — Pilots at United Airlines say that poor training is causing safety problems, including three flights that almost landed without putting their wheels down. United pilots are learning new procedures for flying their planes, which can be a big adjustment. The United branch of the Air Line Pilots Association released a 105-page report on safety issues on Tuesday. Read more.

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United pilots say airline rushes training

(From Governing.com) Almost half of the states accomplished budget reductions in fiscal years 2011 or 2012 by laying off employees, according to the National Association of State Budget Officers. And the Labor Department reports that local governments have shed nearly a half-million workers since 2008. The implications of this tactic–for organizational performance and strength of governments’ human-capital pools over the medium- and long-term–merit consideration. But public agencies can weather the challenge with effectiveness intact and resilient workforces in place. Read more.

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The Hidden Cost of Human-Capital ‘Savings’

(From Gallup) Seventy-one percent of American workers are “not engaged” or “actively disengaged” in their work, meaning they are emotionally disconnected from their workplaces and are less likely to be productive. That leaves nearly one-third of American workers who are “engaged,” or involved in and enthusiastic about their work and contributing to their organizations in a positive manner. This trend remained relatively stable throughout 2011. These findings are from a special Gallup Daily tracking series conducted on an ongoing basis since the fourth quarter of 2010 to explore American workers’ engagement levels. Gallup’s employee engagement index is based on worker responses to 12 actionable workplace elements with proven linkages to performance outcomes, including productivity, customer service, quality, retention, safety, and profit. Further research shows significant linkages between engagement at work and health and wellbeing outcomes. Read more .

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Majority of American Workers Not Engaged in Their Jobs

This image appeared in the January 1978 issue of Training and Development Journal. The article highlighted the Northrop Corporation’s High School Involvement program, which was designed to provide senior high school students with practical on-the-job training. The program emphasized hands-on training and the real world of work. Is your organization involved in any community program designed to help future generations prepare for the workforce? What industries need the greatest amount of workers? For more information about T+D magazine, visit www.astd.org/td .

This image appeared in the Consultants’ Showcase column in the January 1978 Training and Development Journal . PerforMax, created by DDI, provided supervisors with the five skill necessary to give immediate feedback to outstanding, satisfactory, and unsatisfactory workers. What tools do you use to teach feedback skills? How do you effectively manage employee performance in your organizations? For more information about T+D magazine, visit www.astd.org/td .

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ASTD Archived Image of the Day: Performance Feedback and Appraisal, Circa 1978

(From The Washington Post) — Today’s combat leaders, also known as tomorrow’s cohort of generals and admirals, are as operationally and tactically competent as any in our history. But in a period of reduced resources in Defense, we need to raise leaders for whom a broken play is an opportunity not a failure. And for this, we must return to and rejuvenate the kind of leader development some commanders adopted before 9/11. If combat and peacekeeping were not hard enough already, daily our world becomes more complex. Yet going into harm’s way to accomplish missions for which we have never been trained is nothing new. From Vietnam’s jungles to, decades later, the Arabian Desert, we have time and again had to operate in ways we never imagined. We took our hastily reorganized conventional units to Bosnia for a peace enforcement mission we never anticipated. We literally had to make up new tactics as we deployed. The lessons most important for me throughout a career of reacting to the unanticipated always came when a senior officer took the time to show me what I had done wrong or what I could improve, regardless of whether the advice followed a disaster or a success. That’s “scar tissue learning”. It’s the type of intimate and insightful investment in a young officer that yields operational maturity, adaptability and the confidence to take risks in the face of the daunting uncertainties of combat. Read more .

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On Leadership: Reviving the military’s golden age of leadership development

(From PRNewswire) — Workforces worldwide are reaching their tipping point as employee satisfaction, or engagement, continues to be sluggish and remains at the lowest level since 2008, according to analysis recently released by Aon Hewitt, the global human resource consulting and outsourcing business of Aon Corporation. At the end of the third quarter, Aon Hewitt analyzed its Employee Engagement Database of more than 5,700 employers, representing five million employees worldwide. The findings reveal an engagement level of 56 percent thus far in 2011, which is the same as 2010, but lower than 2009 (60 percent) and 2008 (57 percent). Traditionally, engagement levels between 65 percent and 100 percent represent a high-performing culture; 45 percent to 65 percent indicate the workforce is indifferent to organizational success or failure; and anything lower than 45 percent represents a serious or destructive range. According to Aon Hewitt, the largest drop in engagement this year is employees’ perception of how companies manage performance. Workers worldwide believe their employers have not provided the appropriate focus or level of management that would lead to increased productivity, nor have they connected individual performance to organizational goals. Read more .

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Global Employee Satisfaction Continues to Lag in 2011

(From Business Finance) — A strong manufacturing base is viewed as fundamental to the economic success and effectiveness of the U.S., both in terms of its role in the economy and its function as a job engine. Yet, the results of a recent survey of U.S. manufacturers conducted by Deloitte with the National Manufacturing Institute highlight a worsening talent shortage that threatens the future of the industry. Among the survey’s 1,123 respondents, 67 percent reported a moderate to severe shortage of available qualified workers and 56 percent anticipate this shortage to grow worse in the next three to five years. Additionally, results reveal that 5 percent of current jobs are unfilled because qualified candidates cannot be found. When asked to look ahead three to five years, respondents indicate that access to a highly skilled, flexible workforce is the single most important factor for their future business success, well ahead of other factors, including new product innovation and increased market share. The manufacturing industry, like many industries, is undergoing a rapid evolution spurred by technology advances, globalization and shifting demographics. An aging and retiring workforce, combined with technological advances, outmoded talent recruitment and management processes, and continued global expansion are taking their toll. The shortage of qualified workers has been a serious issue for years, which begs the question, what must be done differently in order to achieve the results necessary to be effective, especially in the face of growing global competition? Read more .

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How to Confront the Talent Crisis in Manufacturing

(From 3BLmedia.com) — Discovery Communications announced the expansion of its “Discover Your Skills” public affairs job skills program with new resources and programs to support veterans in locating and accessing the training and resources to translate their military skills and experience into civilian job opportunities. The veterans-focused initiative includes new training and resource information specifically for veterans on www.DiscoverYourSkills.com, as well as on-air public service announcements on Military Channel, featuring Lou Diamond Phillips of Military Channel’s “Officer and a Movie,” to direct viewers to the new resources. Read more .

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Discovery Communications Expands ‘Discover Your Skills’ Job Growth and Skills Development Initiative with New Resources and Programs for Veterans

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(From 3BLmedia.com) — Discovery Communications announced the expansion of its “Discover Your Skills” public affairs job skills program with new resources and programs to support veterans in locating and accessing the training and resources to translate their military skills and experience into civilian job opportunities. The veterans-focused initiative includes new training and resource information specifically for veterans on www.DiscoverYourSkills.com, as well as on-air public service announcements on Military Channel, featuring Lou Diamond Phillips of Military Channel’s “Officer and a Movie,” to direct viewers to the new resources. Read more .

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Discovery Communications Expands ‘Discover Your Skills’ Job Growth and Skills Development Initiative with New Resources and Programs for Veterans

This drawing appeared in the January 1967 issue of Training and Development Journal . This drawying “Anatomy of a Supervisor” was part of a training course that set out to define the roles and responsbilities of a supervisor. The responsiblities of a supervisor are enormous, but the author (and course facilitator) Ellen Parser drew this image on the blackboard to show one thing: a supervisor is a human being. How do you define a supervisor? Would this image work for you? Why? For more information about T+D magazine, visit www.astd.org/td .

(From USA Today) Is it the office pizza parties? The on-site child care? The pay or the perks? The Great Place to Work Institute examines elements that make for a standout workplace and has released its first-ever list of multinational companies most successful at keeping their employees happy. Firms that rank high on the consulting and research group’s lists of great employers have three traits in common: employee trust in management, pride in the company, and camaraderie with colleagues. Read more .

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At Best Places to Work, Trust, Pride and Camaraderie Overshadow Pay

(From PRNewswire) — If you are looking for a trade school in Los Angeles that provides cutting-edge training that will prepare you for the burgeoning green revolution, look no further than the Coast Career Institute, a career college in Los Angeles (and Colton) that has a solid track record of placing graduates in secure, well-paid jobs. There are a lot of vocational schools in Los Angeles, but only a select few provide comprehensive, in-depth training for innovative fields like solar panel installation. This is indisputably a growth industry. According to nonprofit organization the Solar Foundation, over 93,000 workers spent more than 50% of their time on solar-related projects in August of 2010 alone. In California, the increasing demand for solar panel technicians is even more evident; the sun-soaked state maintains the single largest solar power capacity in the United States (as of 2009, 1101 megawatts). Read more .

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Los Angeles’s Coast Career Institute Provides Training in Green Jobs

(From www.sacbee.com) Georgette Borrego Dulworth has been appointed Director of Talent Acquisition and Global Diversity, Chrysler Group LLC. Dulworth joins Chrysler Group with twenty years of cross-functional experience in human resources, legal, finance, and corporate administration. She joins Chrysler Group from Cobasys LLC, where she served as General Counsel, managing all legal matters for the company. Dulworth is also the former owner and CEO of Tech-Line Automation, Inc., a certified Michigan minority-owned engineering firm and a Tier 1 supplier to the automotive industry, including the former DaimlerChrysler. Read more.

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Chrysler Group Names New Head of Talent Acquisition and Global Diversity

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A new study reveals the career-related differences among the four generations of workers in today’s workplace: Matures (born in 1945 or earlier), Baby Boomers (born between 1946 and 1964), Generation Xers (born between 1965 and 1979), and Millennials (born in 1980 or later). More than 3,000 Canadians were surveyed to determine if there were significant inter-generational differences in their work priorities, career attitudes, career experiences, and career outcomes. Among the findings, data provide evidence of generational differences in terms of work priorities. The youngest generation, the Millennials, placed more importance on work characteristics that lead to self-improvement, as well as social aspects of the workplace. In contrast, the values of Generation X employees emphasized the need to find a balance between work and personal facets of life. Both Boomers and Matures were concerned with staying relevant in an ever-changing work environment. However, these oldest two generations differed in that Boomers remained focused on advancement and achievement while Matures were striving to leave a lasting impression in their organizations. Read more .

(From PRNewswire) — “Forty-four percent of business leaders reported they are unhappy with the performance of their employees and 70% of those struggling business leaders believe they need to adjust their approach to how they are communicating so they can better motivate their teams to get the results they desire,” said Leadership and Workplace Communication Expert Skip Weisman, President of Weisman Success Resources. These are among the key findings of a survey of approximately 200 business leaders that subscribe to the Leadership & Workplace Communication Expert Blog published by Weisman. In the study, these business leaders ranging from C-Level executives at large corporations to small business owners were asked to evaluate their skills, comfort level and results achieved through their application of the three different levels of leadership communication: Their own self-communication Communicating in front of a group setting Communicating individually one-on-one with their team members. Read more .

The goal of corporate learning is to get the greatest number of people consciously competent in their roles as quickly as possible.

(From voxy.co.nz) — An independent evaluative report released this week into the Learning Representative Programme shows that workplace learning supported by Learning Representatives (Learning Reps) led to improved individual worker and workplace performance. Established in 2005, the Learning Representative Programme is managed by the New Zealand Council of Trade Unions (NZCTU) and funded by the Tertiary Education Commission. Its main purpose is to train workers as Learning Reps to identify, advocate for, and facilitate, workplace learning amongst their peers, with a particular focus on workplace literacy, language and numeracy issues. There are currently 422 registered Learning Reps, employed across 150 workplaces in 94 different organisations across New Zealand. Heathrose Research Limited was commissioned earlier this year to conduct the evaluation in a joint initiative by NZCTU and Ako Aotearoa – The National Centre for Tertiary Teaching Excellence. The research intent was to determine the effectiveness of the Learning Reps programme, and to assess its value to a range of stakeholders, including the Learning Reps themselves, their co-workers engaged in workplace learning initiatives, employers and unions. Read more .

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New Zealand: Workplace Learning Contributes to Improved Performance

(From articulate.com) PowerPoint’s designed as a presentation tool.

(From Education Week) Los Angeles 1st grader Lena Barrett clicks through a series of icons and logs on to a laptop under the fluorescent lights of her classroom. Before long, a cartoon version of a game-show announcer appears. “It’s time to show what you know by finding words,” the announcer says. “In this game, you will click on words that mean the same thing as the word the narrator says. Click on the word that means the same thing as ‘marvelous.’ ” Lena, dressed in her school’s burgundy-plaid uniform, clicks on “wonderful,” and the announcer doesn’t waste time with praise. “Pay attention. Go as fast as you can and do your best,” he says. A few words later, she hesitates over “fragile,” before finally clicking on “breakable.” Six-year-old Lena was among 116 kindergartners last year who participated in an experiment at her school with a teaching method called blended learning, in which students learn from computers as well as teachers.

(From PRWEB) — Despite workplace pressures and slow growth for compensation, greater opportunity for advancement is the number one priority sought by employees in their next position, according to a survey by Right Management, the talent and career management experts within ManpowerGroup. During September and October Right Management polled 561 North American workers via an online survey and asked: What is your highest priority in your next position? Greater opportunity for advancement

(From CMIO.net) Physicians do not receive adequate training to effectively use their EHRs, according to a report released by AmericanEHR Partners. Almost half (49.3 percent) of respondents received three or fewer days of training. However, three to five days of EHR training was necessary to achieve the highest level of overall satisfaction, according to the report. Other key findings from the report included: Overall satisfaction with an EHR was highly correlated with whether the respondent was involved in the EHR selection process. Ratings on ease of use for basic EHR functions required for meaningful use continued to improve with more than two weeks of training. Ratings on ease of use for specific meaningful use measures varied significantly. More training–at least one week–was correlated with improvement in the reported usability of advanced EHR features (e.g. checking patient formulary, importing medication lists and medication reconciliation). Read more.

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Survey: Most physicians require more EHR training

(From CMIO.net) Physicians do not receive adequate training to effectively use their EHRs, according to a report released by AmericanEHR Partners. Almost half (49.3 percent) of respondents received three or fewer days of training. However, three to five days of EHR training was necessary to achieve the highest level of overall satisfaction, according to the report. Other key findings from the report included: Overall satisfaction with an EHR was highly correlated with whether the respondent was involved in the EHR selection process. Ratings on ease of use for basic EHR functions required for meaningful use continued to improve with more than two weeks of training. Ratings on ease of use for specific meaningful use measures varied significantly. More training–at least one week–was correlated with improvement in the reported usability of advanced EHR features (e.g. checking patient formulary, importing medication lists and medication reconciliation). Read more.

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Survey: Most physicians require more EHR training

(From US News and World Report) People with science, technology, engineering, and mathematics (STEM) degrees or certifications are in a prime position in the economy, according to a new workforce study released this morning. Workers with associate’s degrees in STEM fields out-earn 63 percent of people who have bachelor’s degrees in other fields. Almost half of workers with bachelor’s degrees in STEM fields out-earn workers with Ph.D.’s in other fields, according to the Georgetown University Center on Education and the Workforce. That doesn’t mean people with STEM degrees are necessarily working in those fields, says center Director Anthony Carnevale, the lead author of the report. He says technical skills have “become the common currency of the labor market,” much the same way a liberal arts education was seen as a basic requirement for high-paying jobs in past years. Occupations in STEM jobs will continue to grow—the center estimates that careers in the field will make up about 5 percent of all jobs by 2018, but demand for STEM skills in other fields has skyrocketed. Read more.

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Blogs: Demand, Pay for STEM Skills Skyrocket

(From clomedia.com) Creating a sense of organizational community helps increase employee engagement and retention in a multigenerational workforce. With today’s multigenerational workforce, ranging from traditionalists to the baby boomers to Generations X and Y, learning leaders face the challenge of building continuity along with individual development amid a divide in workplace values. Each generation holds a unique set of values. Traditionalists, those born before 1946, value core skills and hard-nosed standards; the baby boomers, born just after ’46, value hard work and multi-tasking; and Generations X and Y embrace the development of technology. Each is tasked with coming together for a common purpose: to work toward the success of a business. Add in a perilous economic climate, where workers are consistently worried amid job cuts and corporate restructuring, and learning leaders feel pressure to bridge these differences toward continued development, greater training and success. Read more.

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Great Learning Starts With Communities

Today’s image comes from the January-February 1954 Journal of Industrial Training . With the introduction of a coded system, IBM needed its clerical workers to use a series of numbers with both speed and ease. The company found that visual recognition provides for increased clerical efficiency, reduces fatigue, and increases production in records processing. During each session, slides are flashed on the screen at a rapid time exposure. Each student writes down the number as he sees it. What kinds of training have you used to speed efficiency among workers? Have you ever tried visual recognition. For more information about T+D magazine, visit www.astd.org/td .

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ASTD Image of the Day: We’ve Come a Long Way! Circa 1954

(From UNC Kenan-Flagler) — We are living through an exciting era in technology development—the emergence of interactive, social media and virtual technologies whose business applications are not yet fully realized. While marketing professionals have been quick to embrace the potential of these technologies for product placement, branding and sales, HR and talent management professionals have approached them with a little more caution as they explore how interactive, social media and virtual world technologies can be effectively applied to attract talent to their organizations. This white paper: Identifies some of the major players in social media and describes their main features; Examines the pros and cons of using social media, simulations and virtual world technologies to expand talent pools and to identify good job candidates; Explores how leading organizations are using these technologies in their HR practices, and; Provides HR and talent management professionals with information they can use to help them incorporate social media and virtual technologies into their organizations’ hiring practices. Read more .

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The Recruiting Revolution: How Technology Is Transforming Talent Acquisition

An article on secretarial development appeared in the May-June 1953 issue of the Journal of Industrial Training and highlighted the need for secretarial development. The case study underscored not only the skills development of the secretaries but also the changes the executives needed to make to provide the right culture and working environment for the secretaries. Sitting around that table in 1953, the secretaries discussed more than 43 possible scenarios that they encounter and the recommended solutions, such as: Problem: What can you do when your boss leaves the office without telling you where he is going and numerous people keep calling for him? Recommended solution: Inform the caller he is out and take the number of the caller. Do this for each call and then suggest to your boss that you could have transferred the calls if he had informed you where he was going. In 2011, are management of employees part of your leadership development program? How are you building a culture of respect and engagement in your workplace?

The word “mobile” has had several definitions in the training world, but one thing hasn’t changed: the need to bring training to the workers. Training natural gas and electrical workers was paramount in 1952 but so was saving man-hours. A 1940 Twin Coach passenger bus with one row of single seats and one row of double seats was equipped with training materials such as easels, paper, pencils, chalk, and a movie projector. In 2011, the need to bring training to workers is still important, but technology has made that task easier. Mobile learning, as it is known today, is evolving as the technology matures. What would you have put in the bus? Remember, it was 1952, not 2011…. T+D magazine, the flagship publication of the American Society for Training & Development, is about to begin its 66th year of publication. For more information about T+D, visit www.astd.org/td .

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ASTD Image of the Day: We’ve Come a Long Way! Mobile Learning, Circa 1952

(From New York Daily News) Profound information arrives casually in America. My mother grew up in Texas under segregation and went to California with her parents in the mid-1930s. By the early ’50s, when my younger sister and brother began going to school in Los Angeles, she made up her mind about something – and it predicted our nation today. While there was a neighborhood black school, she did not send us there. The reason was clear to her: “The world is full of all kinds of people, and you all need to start meeting them right now,” she said. The school she chose, the 28th Street Elementary School, was fully integrated. It was after World War II, and one easily learned stereotypes about Asians, especially the Japanese. But that did not stop one from seeing how well Elizabeth Wu, Barbara Minato, Harry Quan and Alan Funo did in class and in sports. And in assemblies, we might see traditional Japanese dancing and hear tales of how it felt to be young and terrified in a fallout shelter while Hiroshima was devastated by a nuclear cloud. We also celebrated Cinco de Mayo and had great fun beating open the pi

(From Business Wire) — Only 32% of IT leaders report being effective at workforce planning for large IT infrastructure projects, according to a recent survey performed by TEKsystems and CIO magazine. Although most IT leaders believe the success of any IT initiative depends on the people driving it, they often prioritize many other considerations ahead of workforce planning. TEKsystems(R), a leading provider of IT staffing solutions, human capital management expertise and IT services, partnered with CIO magazine to evaluate the quality of workforce planning for large IT infrastructure projects. The survey was performed in May 2011 by IDG Research and reflects the perspectives of 231 technology executives nationwide. Respondents admit that they’ve suffered multiple consequences of poor workforce planning. Sixty-nine percent indicate missed or delayed project deadlines, 62% report technical complications or rework and 58% say they’ve experienced lower levels of productivity as a result of ineffective workforce planning processes. The associated financial impact of these events amounted to an increase of more than 10 percent in total project costs. Read more .

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IT Leaders Report Major Concerns about Securing IT Talent for Large IT Infrastructure Projects

(From news4jax.com) — A new program geared toward bringing high school students to the workplace involves one of Jacksonville’s intervene schools, a major corporation and Big Brothers Big Sisters of Northeast Florida. In the program, students from Andrew Jackson High School go to the Haskell Company, Florida’s largest privately held construction company, twice a week in an effort to learn and build relationships with members of the workforce. The students went to the company’s offices in Riverside on Wednesday. “I want to be a computer engineer when I grow up, and him being the president of the company, I really believe I can do a lot of things, learn a lot of wisdom,” student Denzel Freeman said. The program is called Beyond School Walls, and instead of mentors meeting their mentees at school, they meet at work. Read more .

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Florida: Students Learn From Workplace Mentors

(From PRWEB) — Employee turnover is expected to increase worldwide during the next five years, according to a global survey by Right Management, the talent and career management experts within ManpowerGroup. More than 2,000 internal and external recruiters, human resource executives and hiring managers from 17 countries representing more than 20 industry sectors participated in the Right Management survey. Half the survey respondents globally expect higher turnover, said Bram Lowsky, Executive Vice President Americas at Right Management. “About a third foresees no change, and a minority a decrease, all of which points to greater turnover than organizations have been used to dealing with in the past decade.” Expectations of Higher Turnover in Next Five Years (Percentage anticipating slight or significant increase): North America =59% Asia Pacific = 58% Europe = 41% Global average = 49% Read more .

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Employee Turnover Expected to Rise in Next Five Years

(From The New Yorker) I’ve been a surgeon for eight years. For the past couple of them, my performance in the operating room has reached a plateau. I’d like to think it’s a good thing—I’ve arrived at my professional peak. But mainly it seems as if I’ve just stopped getting better. During the first two or three years in practice, your skills seem to improve almost daily. It’s not about hand-eye co

(From huffingtonpost.com) The world has lost a great inventor and innovative thinker with the passing of Steve Jobs. In his short life, he managed to change the world through technological advances that no one could have ever imagined. Steve Jobs’s ability to connect what people want and what he knew technology could do, and find creative solutions is what made him a great innovator. His problem solving capabilities and creativity are the same skills that drive innovation and are the skills young people need to be prepared for the jobs of the future. Read more.

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Blog: Building the Skills of an Innovator

IRVING, Texas–(BUSINESS WIRE)–A trade report this month sponsored by MedSynergies Inc. found 70% of responding national hospitals and health systems plan to employ more physicians in the next 12 to 36 months. The HealthLeaders Media Hospital-Physician Alignment survey also saw full employment trump the long-dominant “volunteer medical staff” as the top medical staff model, evidencing momentum in the move towards hospital-physician alignment. Additionally, the report highlighted the need for physician alignment/engagement beyond employment to achieve the quality outcomes expected from employing more doctors. In fact, respondents reported a meager 11% of employed physicians are completely engaged, said JR Thomas, president and chief executive officer of MedSynergies. “Some markets are in an all-out race to recruit physicians based on the thinking that primary-care doctors will be the linchpin in the healthcare system of the future,” said Thomas. “But increased employment does not translate into increased engagement. Hospitals and health systems need to work with doctors side-by-side in meeting the healthcare needs of the marketplace both in the hospital and in the field – it’s a symbiotic relationship.” Read more.

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70% of Hospitals and Health Systems Will Increase Number of Employed Doctors