TOMORROW'S CHALLENGES

Changing Employee Behavior: do extrinsic motivators really not work?

There are many criticisms leveled at reward and punishment. Is there still a place for them?

The 'carrot or the stick' is an image that persists from bygone days of carts drawn by recalcitrant mules. To keep the cart moving, the driver used two tools - a carrot dangled before the nose of the beast and a stick supplying the occasional blow from behind. Imagine the consternation of the hapless cart driver were he to learn from psychologists that external, extrinsic motivators, such as the carrot and the stick, are not effective means for changing behavior. Instead, only an internal, intrinsic commitment to act because we find an action inherently enjoyable or fulfilling can deliver meaningful and lasting motivation. In other words, the mule has to want to change.

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TOMORROW CHALLENGES

Creating Talent Intelligence

How to avoid hiring, firing and promoting at random and boost the bottom line

Organizations succeed when they have the right people in the right roles: hardly a controversial statement these days. We know that companies that outperform their peers at talent management also return significantly more value to their shareholders - around 22 percent more than the industry average.[1] We also know that good hiring and promotion decisions have a bigger impact on market value than creating a customer-focused environment or having good union relationships.[2]

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TOMORROW CHALLENGES

The honeymoon is over for evaluating training and development

How long can a honeymoon period last? In the case of evaluating training and development programs, remarkably enough, the answer is 40 or even 50 years. No wonder the concept is looking so worn-out.

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TOMORROW'S CHALLENGES

4 ways to change employee behavior

What leaders need to do to help people change their behavior and improve their performance

When it comes to changing people's behavior, there is no shortage of things for managers to try. They can give suggestions, they can offer cash bonuses, they can yell. They can assign coaches, implement 360-degree feedback, or take employees on outdoor team-building excursions. They put up inspirational posters, set stretch targets, and create Individual Development Plans.

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TOMORROW CHALLENGES

Moving from laughingstock to saving grace

Five priorities for making corporate learning work

Here's a shocking finding: more than half of managers believe that employee performance would not change if their company's learning function were eliminated.[i] Corporate learning may well be a joke in the eyes of some, but it shouldn't be, because it's big business. It's no laughing matter that organizations spend over $200 billion on learning each year.

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TOMORROW CHALLENGES

The fragile state of talent management

Globalization offers business immense possibilities: bigger markets, more sources of innovation, and - in theory, at least - a wider, deeper pool of talent. That's the good news.

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NEWS

Corporate learning and talent intelligence

Here's a shocking finding: more than half of managers believe that employee performance would not change if their company's learning function were eliminated. Corporate learning may well be a joke in the eyes of some, but it shouldn't be, because it's big business. It's no laughing matter that organizations spend over $200 billion on learning each year.

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