This blog is shared by Walkgrove a long standing corporate member of the British Institute for Learning and Development.
Colourful Thinking – Interactivity: Are we using a sledgehammers to crack nuts?
In this paper you will Learn:
- How interactivity relates to learning needs and performance outcomes
- A common language with which to agree with a supplier exactly what your e-learning will be like
- A level of interaction and how they affect budgets and the implementation of e-learning
Would you like to exhibit at World Of Learning Conference and Exhibition?
The British Institute for Learning and Development have worked exclusively with The World Of Learning Conference for over 10 years.
As a result we have negotiated a huge discount for our members to be able to exhibit at the the Exhibition.
For just over £1000 our members can have a stand in our BILD members area.
To find out more contact
Guest Blog from Jane Masey – ABDI Ltd – BILD Member.
Why do so few HR professionals pursue degrees in finance and business administration?
A recent discussion on LinkedIn ‘Why do so few HR professionals pursue degrees in finance or business administration?’ (Linked:HR #1 Human Resources Group) picks up on other discussions on recent forums about the most important knowledge and skills of HR managers and their knowledge of their organisations and expertise in business and finance. The recent CIPD HR Outlook (CIPD. HR Outlook. A Variety of leader perspectives. Winter 2012-13) reported on the views of business leaders as well as HR Managers. Only 21% of business leaders said they agreed with the statement ‘HR combines commercial and HR expertise’ and 44% agreed with the statement ‘HR fails to address the operational issues facing the organisation’ with only 25% saying they disagreed with the statement. The report recommends that HR use ‘data-based evidence to support business (not HR) agenda’. This of course requires and assumes that HR and other people programme managers have the skills to do this.
Whether the functional group is specifically HR or other managers with accountability for change and improvement projects and programmes for their organisations, having a deep knowledge of the sector and the organisation, is critical to making the most effective human capital investment choices.
The required level of financial competence may not extend to complex modelling but should at the very least include competence in costing and budget management. Good analytical skills are essential, even if the individual themselves does not carry out the analysis directly, they do need to be able to make sense of reports including data presented in graphs and charts and to ask penetrating and challenging questions. These are all skills which can be developed through quality education and training programmes as well as practice in experience.
Whether an individual’s basic education is in Psychology, HR, Finance, Business Administration, Engineering or other should not matter. What does matter is that a senior leader with responsibility for planning, implementing, monitoring and reporting human capital investments needs to have good financial acumen, excellent planning and implementation competence and well developed analytical skills alongside their ‘people’ management and development experience.
These skills are being developed through our professional ladder of awards (ROI UK Foundation and Evaluator Awards and Practitioner Certificate) as well as our Postgraduate Certificate in Impact and Performance Measurement. Over 1200 people have attended our Awards programmes to develop these skills and many now find they are joining an elite group of those that are able to show they have achieved the required level of formally accredited competence as they compete for senior roles that demand evidence of new standards of competence. If you would like to find out more about these UK qualifications and how you can improve your competence and acquire these qualifications, please contact us
From Guest Blogger Emma Webb – Farscape Development – BILD Member
Leaders lead, don’t they? Well only if the team wants to follow.
Did you know that 40% of managers actually impair organisational performance? (according to research conducted by Primary Colours Consulting). For a variety of reasons, their team does not want to follow them.
Perhaps they do not inspire confidence or trust? Perhaps they are focusing too much on short term goals and not focusing enough on engaging their team?
What we know is that true leaders, the really successful ones, do not expect their team to follow them – they take their people with them. This means enabling their people, and giving them the information, resources and skills to become leaders themselves. This is what creates true engagement in a team.
But if information is power how often, honestly, are you willing to share it? Is it the case that leadership positions are so coveted that once you are there you don’t want anyone else to take your place? It’s a natural and completely understandable feeling to have, however it does not lead to successful leadership or an engaged and productive team.
If you would like to know more about delivering strong leadership and genuine engagement in your organisation then you might be interested in coming along to a free Lively Learning Seminar hosted by Farscape Development and Primary Colours Consulting. Designed for senior HR and Learning and Development professionals, it’s a day focused on sharing knowledge and expertise as well as delivering practical tools and techniques that you can take back into your workplace. For more information contact