Ghaziabad, India — In a simple classroom above a storefront on a bustling street, four young men crowded around the colorful innards of an open computer hard drive while their teacher explained in Hindi how it all worked.
The computer repair course was among 25 offerings at Gras Academy, a private institution with 58 skills training centers across India, including this one in Ghaziabad, a city on the outskirts of New Delhi.
http://www.astd.org/Publications/Blogs/ASTD-Blog/2013/06/Filling-Indias-Huge-Need-for-Vocational-Training
An interview with Jay Conger, Kravis Chaired Professor of Leadership Studies, Claremont McKenna College, and Senior Research Scientist, Center for Effective Organizations, University of Southern California
http://www.astd.org/Publications/Magazines/TD/TD-Archive/2013/08/Long-View-Jay-Conger
Part of HP’s turnaround plan was to expand the reach of its corporate university organization-wide.
http://www.astd.org/Publications/Magazines/TD/TD-Archive/2013/08/HP-University-Supports-Company-Journey
Have you ever noticed that when people are passionate about what they’re saying, their gestures automatically become more animated? Their hands and arms move about, emphasizing points and conveying enthusiasm.
http://www.astd.org/Publications/Blogs/Human-Capital-Blog/2013/08/When-Leaders-Talk-with-Their-Hands
This brings us to the topic of the final post in this series: the importance of establishing a shared sense of interdependence among those in the virtual workforce.
http://www.astd.org/Publications/Blogs/Human-Capital-Blog/2013/08/Describe-How-People-Are-Interdependent-to-Improve-Workplace-Well-Being
Leadership is a chess match. Every decision you make influences your next five decisions. Unfortunately, many leaders don’t realize the implications of each of their decisions. It’s like an entrepreneur who battles long and hard to reach their desired goal, and stops 90% of the way, not knowing they only had 10% more to go to get there.
http://www.astd.org/Publications/Blogs/ASTD-Blog/2013/08/Successful-Leadership-Requires-6-Critical-Resources
Motivation and engagement lead to enhanced employee performance. We now know that money plays a limited role in fostering motivation and companies need to create constant engagement starting with the job, work environment, empowerment, equitable conditions and other things beyond work to create strong bonds with the organisation.
http://www.astd.org/Publications/Blogs/ASTD-Blog/2013/08/Eight-Ways-to-Boost-Employee-Morale
The cornerstone to an organization’s growth from within strategy is identification of high-potential talent
http://www.astd.org/Publications/Blogs/Human-Capital-Blog/2013/08/Identifying-High-Potential-Talent-in-the-Workplace
Given limited resources and often competing priorities within organizations, difficult choices have to be made for all investments, including D&I. Here is a short list of five key areas of focus for D&I investments, along with potential “caution signs” for each.
http://www.astd.org/Publications/Blogs/Human-Capital-Blog/2013/08/Making-Differential-Investments-in-Diversity-Inclusion
In the new world of work, many believe that face-to-face interaction is the solution to reducing virtual distance and fostering social well-being. This is sometimes true. But in many cases, the need to be in the same room or locale is simply a myth and can lead to disillusioned thinking about what’s possible and what’s not. Think about it: With this mindset, every other form of communication would not be useful. Yet research demonstrates most emphatically that using a variety of communication modes is the best way to produce quality outcomes.
http://www.astd.org/Publications/Blogs/Human-Capital-Blog/2013/08/Converse-with-People-Face-To-Face-to-Improve-Workplace-Well-Being