HR learning: 18 Dec, 2017

1.                    
Here’s how employee engagement needs to be overhauled

The overall work experience is deteriorating, particularly with regard to enablement, autonomy, and sense of accomplishment
Human capital is the core competitive advantage that organizations hold today. And companies with top quartile employee engagement have higher revenue growth and higher total shareholder return than other organizations² while this builds the case for the employee engagement agenda, it is not easy to have people who are actively engaged.

Beyond Engagement Measurement

Lessons from Aon Hewitt Best Employers and Top Companies for Leaders® studies corroborates the need for a holistic approach to engaging employees.

In order to create a great employee experience, there must be ownership and accountability. Top leaders are the ultimate owners of the engagement agenda and must work in tandem with other stakeholders like HR, people managers, the individual employee, and with other senior business leaders. They together must first understand the key engagement drivers.

2.

Here's how you should develop frontline leaders

Despite the significant role that frontline managers play, their development is mostly taken for granted. This write up shares some tips on systematizing frontline managers development to unlock their true potential.

A weak leadership on the front lines is one of the big reasons why organizations struggle. Reflecting on the state of frontline leadership, a study of 300 HR managers revealed that 56% of respondents “rated the lack of interpersonal skills as the number one reason for leadership failure.” The same study found that organizations are doing an average job of developing their frontline leaders, and their development is mostly short-sighted.  In July 2016, Human Capital Management in collaboration with Skillsoft conducted a study on 252 organizations, and it was found that leadership development initiatives often focus on mid- and executive-level leaders while ignoring the developmental needs of first-time, front-line managers.

Organizations often wait for long to train their manager -the average age of a supervisor is 33 years old, but most leaders don’t participate in leadership training until they are 42. Afore-mentioned studies present the challenge areas around frontline leadership development; despite their significance in ensuring organizational success, their development is mostly overlooked.

To rectify such leadership limitations, it is imperative that organizations pay attention to frontline leadership and formalize new ways of frontline development; Investing and supporting new, front-line managers drives better-performing managers, and employee engagement as study reveals that 70% of the variance in employee engagement is driven by the manager-employee dynamic.

3.

Learning success metrics that your tech team should measure

A number of factors determine the success of a learning program. .

A number of factors determine the success of a learning program. Understanding what makes learning successful and key metrics you must track will enable you to support the learner effectively.

Here, we will reflect on questions like how do you measure performance improvement? What should the ideal reduction in hire to bill cycle look like? And how soon can one start apply learning from training? If you have been thinking of what the latest trends on the topic “ROI in learning” are, then this webinar is for you. Here’s what we may reflect upon:

• What are some top trends in measuring learning success for technology teams
• How can you improve learning by measuring the right metrics
• What are the metrics you must track to support your tech teams? 
• How can you link back to business results or performance?