www.chillibreeze.

com

NEW TRENDS IN HR

Human resource management is a process of bringing people

 
and organizations together so that the goals of each other
are met. The role of HR manager is shifting from that of a
 
protector and screener to the role of a planner and change
agent. Personnel directors are the new corporate heroes. The
name of the game today in business is personnel . Nowadays
it is not possible to show a good financial or operating report
unless your personnel relations are in order.

Over the years, highly skilled and knowledge based jobs are
increasing while low skilled jobs are decreasing. This calls for
future skill mapping through proper HRM initiatives.

Indian organizations are also witnessing a change in systems, management cultures and
philosophy due to the global alignment of Indian organizations. There is a need for multi
skill development. Role of HRM is becoming all the more important.

Some of the recent trends that are being observed are as follows:

 The recent quality management standards ISO 9001 and ISO 9004 of 2000 focus

more on people centric organizations. Organizations now need to prepare
themselves in order to address people centered issues with commitment from the
top management, with renewed thrust on HR issues, more particularly on training.
 Charles Handy also advocated future organizational models
likeShamrock, Federal and Triple I. Such organizational models also refocus on
people centric issues and call for redefining the future role of HR professionals.
 To leapfrog ahead of competition in this world of uncertainty, organizations have
introduced six- sigma practices. Six- sigma uses rigorous analytical tools with
leadership from the top and develops a method for sustainable improvement. These
practices improve organizational values and helps in creating defect free product or
services at minimum cost.
 Human resource outsourcing is a new accession that makes a traditional HR
department redundant in an organization. Exult, the international pioneer in HR BPO
already roped in Bank of America, international players BP Amoco & over the years
plan to spread their business to most of the Fortune 500 companies.
 With the increase of global job mobility, recruiting competent people is also
increasingly becoming difficult, especially in India. Therefore by creating an enabling
culture, organizations are also required to work out a retention strategy for the
existing skilled manpower.

NEW TRENDS IN INTERNATIONAL HRM

International HRM places greater emphasis on a number of responsibilities and functions
such as relocation, orientation and translation services to help employees adapt to a new
and different environment outside their own country.

 Selection of employees requires careful evaluation of the personal characteristics of

the candidate and his/her spouse.
 Training and development extends beyond information and orientation training to
include sensitivity training and field experiences that will enable the manager to
understand cultural differences better. Managers need to be protected from career
development risks, re-entry problems and culture shock.
 To balance the pros and cons of home country and host country evaluations,
performance evaluations should combine the two sources of appraisal information.
 Compensation systems should support the overall strategic intent of the
organization but should be customized for local conditions.
 In many European countries - Germany for one, law establishes representation.
Organizations typically negotiate the agreement with the unions at a national level.
In Europe it is more likely for salaried employees and managers to be unionized.

HR Managers should do the following things to ensure success-

 Use workforce skills and abilities in order to exploit environmental opportunities and
neutralize threats.
 Employ innovative reward plans that recognize employee contributions and grant
enhancements.
 Indulge in continuous quality improvement through TQM and HR contributions like
training, development, counseling, etc
 Utilize people with distinctive capabilities to create unsurpassed competence in an
area, e.g. Xerox in photocopiers, 3M in adhesives, Telco in trucks etc.
 Decentralize operations and rely on self-managed teams to deliver goods in difficult
times e.g. Motorola is famous for short product development cycles. It has quickly
commercialized ideas from its research labs.
 Lay off workers in a smooth way explaining facts to unions, workers and other
affected groups e.g. IBM , Kodak, Xerox, etc.

HR Managers today are focusing attention on the following-

a) Policies- HR policies based on trust, openness, equity and consensus.

b) Motivation- Create conditions in which people are willing to work with zeal, initiative and
enthusiasm; make people feel like winners.

c) Relations- Fair treatment of people and prompt redress of grievances would pave the
way for healthy work-place relations.
d) Change agent- Prepare workers to accept technological changes by clarifying doubts.

e) Quality Consciousness- Commitment to quality in all aspects of personnel administration

will ensure success.

Due to the new trends in HR, in a nutshell the HR manager should treat people as
resources, reward them equitably, and integrate their aspirations with corporate goals
through suitable HR policies.

 www.evancarmichael.com

The impact of the managers becoming too busy to coach their teams is more evident in
all the front line jobs that have direct contact with the customers. It becomes worse still
in service organizations that build their glory on how they can 'pamper' their customers.
Due to the lack of continuous training and coaching, the sales people find themselves
driven by escalating bottom lines and very tight deadlines to cope with organizational
expectations of them. 
Consequently, sales teams become too result oriented to the extent that they may
neglect some of their organizations' business codes and ethics in dealing with their
customers. They may rush customer to take a buying decision of the products and/or
services without spending enough time identifying their needs, and helping them get
what they really need not what the salesperson want them to have. Naturally, a skills and
competencies gap between current and expected performance levels exists.
Training departments became unable to close this gap fast enough, nor to cope with the
in-house training demands restricted by inflexible deadlines. New methods of training
had to be developed in order to satisfy the increasing on-going demand on coaching the
field teams. Complementary training activities to the training departments had to be
initiated, and new training modules as well. Modules that address marketing and sales
people behavior, being both efficient and effective, and consume less time than the
traditional classroom training.
Companies like Cisco came up with technological solutions for the problem. Being the
biggest networking company in the world with 77 acquisitions since 1999, more than
51,000 employees including 16,000 engineers operating in 117 countries with one third of
the world population, coordinated coaching for this enormous number of employees
becomes almost impossible. 
Strategic alliance with an advanced E-training provider becomes a feasible solution, a
training provider who can tailor sales interactive coaching models that are built around
integrated complementary classroom and distance activities. Experts all over the world
can deliver these modules in classes nearer to Cisco operations in 15 different
languages, followed by telephone coaching sessions that reinforce the skills and
competencies taught in class. Cisco ally in this is Richardson, an American training
organization with a customer driven culture that demonstrates the same values and
business ethics of Cisco.
A new trend is being developed by these two companies which I believe is going soon to
be copied by other organizations, especially that the outcome is measurable.

www.heshopper.com
An organizations success to a larger extent depends on its human resource experts. After all work force is the
most important resource of a company, next only to finance. This is precisely the reason why every company
tries to hire the best of human resource experts and gives them huge pay packages.

HRIS systems-Overview

At HR shopper, you can send us your queries and concerns and some of the world's best known Human
Resource Experts will answer them. To send a question to our Human Resource Experts, you just need to
select from the 23 categories and submit your question online. We are sure you will gain by the expert
guidance of our Human Resource Experts.

Our Human Resource Experts strive to solve your problems or give you HR expert advice so that you can solve
your problems quickly. We would be glad to receive your feedback about our panel of Human Resource
Experts.

Resources and Products for human resource professionals

HRshopper has a huge collection of featured HR products to help your human resource experts keep in sync
with the recent trends in human resource management. These include HR featured articleson a range of topics
such as HR marketplace outsourcing, HR outsourcing trends etc. Our online HR book store has a huge
collection of amazing books that very effectively cover the various aspects of interest to human resource
experts. In addition, HRshopper brings to you various products and service that all human resource experts
must watch out. These include:

 Automated time and attendance software

 Employee relocation assistance services
 HRIS applications
 Software for online employee background checks
 DVD’s, Video and CD’s on career development tools and other HR product category issues
 Business and computer training online courses

That's not all. With us you can have latest HR marketplace news and comprehensive HR legal advice.
Customer satisfaction is our top most priority. We want you to have no regrets when you shop through us.
Thus we offer various free trials and demos on all most all our products.

Humanresource.about.com

The top ten trends of the decade for Human Resources staff and the employees served at work were not obvious nor were
they easy to pick from my original list. Depending on your company size, your location, and the health and progress of
your company and industry, the top ten Human Resources trends may have differed for you.

Although the selection was a challenge, and I still go back and forth, these are my top ten Human Resources trends of the
decade. These Human Resources trends are presented in no particular order aside from the first trend, which has
swamped HR the past couple of years.

Now that you have had a look at the top ten Human Resources trends I've presented, plus several of my runner ups, what
are yours? Do you agree or disagree with the Human Resources trends I have selected? Please share your thoughts on the
"Readers Respond" form below.

It's the Economy

With US unemployment at 10.2%, as I write this, and extended unemployment benefits and COBRA subsidies keeping
many families afloat, this economic downturn has left no one unaffected. Even people still employed have watched as their
401(k)s and savings sunk to new lows. Almost no employees have received a raise without a promotion this past year.
Normal bonuses andprofit sharing have been replaced with mandatory furloughs and more work to replace that of laid-
off coworkers.
Mourning the loss of laid-off coworkers with feelings of guilt, anxiety, and fear has also chipped away at the employee’s
comfort level at work. Looking over their shoulder andprotecting their own job has become commonplace. No one can
predict how bad the economy could become or how long the downturn will last. So, business leaders don’t know whether
they are managing from an economic perspective that the economy has been reset forever or a down economy that will
recover. Business leaders are struggling to manage in times they have never before experienced – and the employees, who
may also be experiencing stressful economic trauma outside of work, are watching and concerned.

Millennials Are on the March

A generation of employees who were pampered and scheduled by their Baby Boomerparents have taken the workplace by
storm. They bring pluses and minuses to your workplace, but come on, who ever heard of a play date before 1990? So, not
only is your workplace trying to absorb these offspring of the Baby Boomer generation - and millennialsbring special
challenges – employers are dealing with helping three generations of workers happily co-exist to serve customers as a
team.
The economic downturn has made the three generation situation worst with Boomers who planned retirement, to make
way for up and coming employees, unable to retire - and not happy about it. Millennials and Gen X employees are
supervising Boomers and Boomers are mentoring those who wish to learn from the leaving generation.
For the employer, managing millennials is a skill managers need to develop. The millennial quest for work-life balance
and for having a life outside of work is legend. Employers accommodate these talented young people and develop their
strengths and ability to contribute, or you'll lose them to an employer who will. Many of them have options. They bear no
resemblance to the "company man,” touted as the ideal employee in earlier years. And, the workplace is changing to
accommodate them.

Employee Recruiting and Networking Online

This decade has brought about the transformation of employee recruiting and social and media interaction and
networking. When I first started writing about recruiting, the big job boards like Monster, had not been around very
long. Employers have seen a transformation in how people find each other for networking and jobs this decade.
From large job boards like Indeed to niche job sites, from networking on discussion lists to sites such as LinkedIn,
Facebook, Twitter, and Ecademy, networking and recruiting will never be the same again. Human Resources employees
have either kept up with the new ways of interacting and communicating or they are doing their organizations a
disservice.
Social media networking is the new way to find employees, find jobs, get answers to questions, build a wide-spread,
mutually supportive network of contacts, and keep track of colleagues and friends. Social media and online recruiting
bring the employer new challenges. Developing social media and blogging policies, deciding whether to monitor employee
time online, and checking candidate backgrounds online, just scratch the surface of new employer challenges. But, don’t
let the power of this online media pass you by.

Made to Order Employment Relationships

Perhaps it’s the push from the millennials, and definitely it’s the availability of technology that facilitates the
customization, but the made to order work relationship has become a dominant force in the past decade. Teleworking or
telecommuting, a rare privilege in the 1990s, has taken workplaces by storm. One giant computer company reports that
55% of its employees not only telecommute, they work from home all of the time. A New York City publishing company
allows telecommuting two days a week and employees can bargain for more.
Teleworking is not the only component of the new made to order work arrangements. Flexible anything has become the
new norm. Flexible work hours, flexible four day work weeks, flexible time off for appointments, and the most important
trend of all: Paid time off (PTO) allows employees to take time off when they need the time as it consolidates sick leave,
personal time, and vacation time into a bank of days for employees to use.

Additionally, trends such as bringing baby or the family pet to the office also fall within this workplace flexibility.

Superficially, all of these components of the made to order Human Resources employment trend offer benefits for
employees. But, they offer benefits for employers, too. Employers don’t need to police employee time. They need to make
work and communication more transparent and measurable so the flexibility yields results. Their employees are more
motivated and engaged, and less stressed out about family and life issues, because they have the time necessary to
address work-life balance issues.
The Big Blur

Online, all the time, and availability via technology, has blurred the line between work and home. Employees work at
home in the evening on collaborative reports and email. They shop at work and take brief breaks by playing online
games. Employees do their banking at work and their work accounting at home. Almost no one goes on vacation without
their smart phone, laptop, and kindle-like device. Employees taking PTO email colleagues with the number of their cell
phone if they won’t have access to email.
No generation has ever been this connected, and for good and bad, some employees never stop working. This interferes
with down time, relaxing time, and work-life balance, but most employees just see it as a way of life. Employers need to
make sure this degree of connectivity is not required. They must also back away from old rules about what an employee
was allowed to do at work.
Employers do need to heed wage and hour lawswhen dealing with hourly employees who must be paid for every hour
they work. Indeed, this work – home blurring is a nightmare for employers who must pay for overtime. So, most
employers forbid hourly employees, for the most part, to work at home. This emphasizes the differences
betweenexempt and nonexempt employees, already a distance.

The Rise of Technology

No Human Resources trend list would be complete without an explicit mention of the impact of technology on all aspects
of the field. I have mentioned the power of technology all through these trends, but will still cite technology as a major
trend. Technology has transformed the way in which Human Resources offices manage and communicate employee
information and communicate with employees, in general.
In a world in which identity theft is prevalent and can cost an employee countless working hours over several years to
correct, safeguarding employee records is critical. Identity theft is so serious and rising that every employer needs a plan
to prevent.

Did words like Intranets, wikis, webinars, and blogs exist in common language ten years ago? I don’t think so; only the
early and earliest adopters used them. Now, employees use them internally to stockpile information, work collaboratively,
and share opinions and project progress. They can even work virtually and with distant teams simultaneously. They hold
meetings and share visuals with teams from all over the world.

Employee Training and Development Transformed

This decade has seen the rise of technology-enabled opportunities for training, employee development, and training
meetings and seminars. Podcasts, teleseminars, online learning,screen capture and recording software, and webinars
provide employee development opportunities.
Additionally, during this decade, as the technology-enabled delivery options expanded, so did other training and
development opportunities and definitions, including increased expectation for learning transfer to the job.
Online learning, earning an online degree or credits, and all forms of web-enabled education and training provide options
that employees never had when training occurred in a classroom. Employers are saving millions of dollars in employee
travel expenses, and the employee’s access to the training does not walk out the door at the seminar’s end. This is the
decade when employers experiment with classroom training in a virtual world called Second Life. You can expect even
more progress and experimentation in the years to come.
Plus, another Human Resources trend that flourished, though did not start in this decade, is the concept of alternative
forms of employee learning such as coaching and formal mentoring. They hit the mainstream in this past decade.

Tension Increases Over Government Intervention in the Employer-Employee Relationship

A debate exists in the US between people who think the government is already intervening too much by making laws that
require employers to provide particular benefits for employees, and those who don’t. People who support the government
intervention believe that the US government has been negligent in not mandating benefits such as paid sick leave. They
consider it the “right” or humanitarian action to take.

Opponents want benefits for employees but argue that employers should make benefits choices that their employees
desire and that they can afford. Opponents argue that employer mandated benefits will cost the country jobs and
opportunity. Small business, the engine of job creation in the US, is currently sitting on the sidelines because of the
uncertain economy including threatened government mandates and potential changes to health care.
One of the more significant examples of government intervention occurred with the passage of the Family and Medical
Leave Act (FMLA) in 1993. The affects of its passage continued to be an employer’s nightmare this past decade as,
especially, its intermittent leave requirements created recordkeeping quagmires and made trial lawyers smile. I expect I
will be including this Human Resources trend after the next decade, too.

The Rising Cost of Health Care

Much as I’d prefer to leave this Human Resources trend off the table, it’s not going away. The continually rising cost of
health care insurance and health care is affecting what employers can provide in terms of additional benefits for their
employees. The rise of employee payments for part of insurance coverage, the practice of seeking insurance first from a
spouse’s employer, increased payments for covered family members, and higher health care provider co-pay office fees
are all highlights of the rising cost of care.

Americans disagree about what needs to be done in this arena. (I support capping fees to trial lawyers and limiting
payouts in medical malpractice suits, providing incentives to people becoming family practice physicians, and making
basic insurance more affordable.) But, most agree that something does need to happen so that Americans can retain the
best health care system in the world. Legislation is currently pending, which as I write this piece, is not supported by over
56% of Americans, so we shall see. Health care costs will remain a Human Resources trend in the next decade.

Globalization, Outsourcing, and Offshoring

Increasing government regulation in the US along with increasing corporate taxation (maybe highest in the world), higher
wages, and less desirable, business friendly policies and incentives are causing employers to rethink locations for their
operations. High taxation, high regulation states are seeing an outpouring of business (and jobs) from their locations. The
US is seeing an overall rise in outsourcing jobs to overseas locations that are viewed as more friendly to business.

In an era of globalization, this makes sense. Employers seek global, rather than local markets, so that economic factors in
one location do not hinder progress. Employers see the positive impacts of locating offices and factories in global markets
and tapping the strengths of local employees who are familiar with business and employment practices in the new
locations.

Whether work is off-shored, outsourced, or the company is simply expanding globally, the challenges to Human
Resources with a globally-located workforce are serious. If a US company has five employees in Hong Kong or six in
Europe, local Human Resources offices do not make sense. In fact, the US HR Director, with assistance from local
employment agencies, probably hired the staff. Managing and working with these global locations, while obeying the laws
and honoring the customs of the host country, is a challenge for managers, Human Resources, and coworkers.

I remember hiring my first employee in Hong Kong. I learned the monetary system, the required holidays, the
government regulations, and more. I also found that, until I had local, trusted employment staffing assistance, the new
employee and subsequent employees took advantage of my limited knowledge.

It's a whole new world of global challenges out there. Get ready.

Human Resources Trends of the Decade: Honorable Mentions

I considered these Human Resources trends and they are worthy and deserve a mention. Several of them will see their
biggest impact in the next ten years.

This includes diversity which is already affecting workplaces and legislation. See my favorite piece about
diversity: Search for Similarities: Just Like Me. Discrimination laws have had a profound impact on recruiting and hiring
practices and in all areas of equal opportunity employment.
The labor union movement in the US is in the process of undergoing a radical change. Recently, public sector employees
became the majority of union members leaving private sector union member numbers behind. Additionally, the Service
Employees International Union (SEIU) has stated publicly that their members include illegal immigrants. This will
produce changes in the next decade about Political Action Committees (PACs), raise questions about who is funding
union activities, and also impact the illegal immigration debates in Congress and for employers.

In the wake of the horrific events of 9-11-2001, much of which most employees watched unfold on their televisions at
work, a feeling of a loss of safety swept the nation. When tragedy struck the workplace, employers responded with new
building evacuation plans, safety and crisis management plans, and business continuation strategies. People who lived
closer to the events and who lost family members and friends were most profoundly affected. But, the events of 9-11-2001
will never be forgotten in America. Hopefully, this will never be a trend, but several readers nominated this event.
The evolution of performance management as an employee development, goal setting, and performance evaluation
strategy is an important Human Resources trend in my book. It allows an employer to develop an employee from
onboarding until they leave your company. It moves evaluation and goal setting away from an annual appraisal
administered by the employee’s manager to a mutually beneficial defined contribution and development plan.

We’ll see considerably more from each of these trends in the next decade. Hold on to your seat. The next wave of Human
Resources trends for the next decade will soon leave the station. Are you ready to enhance and take advantage of them in
your workplace?

Please share your best trends of the decade and your worst trends of the decade. Have comments on these top 10 trends
and Human Resources trends of the decade, in general? Share your thoughts about the top 10 Human Resources
trends of the decade.

www.health caremedia.com

Eight Healthcare HR Trends for 2010

John Commins, for HealthLeaders Media, January 4, 2010

Here—in no particular order of importance—are a handful of issues, ideas, and trends affecting the
healthcare HR arena that I think will be with us in the coming year.

1. The healthcare sector will continue to see job growth.Bureau of Labor Statistics reports have shown
healthcare to be one of the few sectors in the overall economy that has seen job growth since the
Great Recession officially started in December 2007.

Admittedly, healthcare job growth slowed in 2009. But an uptick in job growth over the last three
months suggests the healthcare sector may enjoy a hiring resurgence in 2010. For one thing, the
healthcare reform bill that is expected to pass Congress is supposed to insure another 30 million
Americans, making the need for healthcare workers even more acute. And, even if healthcare reform
doesn't pass, we will still be a nation that is aging at an unstoppable pace.

The graying demographic will demand more healthcare workers. Who's hiring? If recent trends hold
up, hospitals will continue to hire, but the ambulatory services sector has been accounting for nearly
half of the new hires in the healthcare sector. Census Bureau data also show that ambulatory services
have generated more revenues than hospitals for the past three years.

2. The hunt for qualified healthcare IT workers will intensify.HHS has pretty much acknowledged that
we don't have enough qualified workers to create and maintain the complex, interoperable healthcare
computer systems that must be in place by 2014. That's why HHS last month earmarked $112 million
in grants for various IT workforce development programs.

HHS also earmarked $60 million in grants last month for researchers to target "breakthrough
advances" that overcome barriers to the adoption and meaningful use of health IT. It was only last
week that HHS came up with a definition of "meaningful use." One would have thought that these core
issues would have been resolved before the federal mandate on hospitals to invest billions on
healthcare IT.

3. Wash your hands! HR will be asked to improve employee awareness on this very important—yet
remarkably basic—healthcare issue. Be creative! Then send me your ideas.

4. Coming soon to a hospital near you: Unions. If you are still in denial about the full frontal movement
on the healthcare sector by organized labor, you are probably in the wrong job. In December three
large RN unions merged to form the 150,000-member National Nurses United. They are quite blunt
about their objectives. "We are going to make sure we organize every single direct-care RN in this
country. RNs and our patients deserve to have a national nurses' movement that can advocate for
them," said Deborah Burger, RN, one of three charter co-presidents of NNU. This is not empty talk.
NNU is seasoned, smart, well-organized, and they have the financial wherewithal to make good on
their vows.

The Service Employees International Union is also expected to make a push for just about every other
healthcare worker. Assuming that healthcare reform winds down in 2010, a Democratic Congress and a
labor-friendly President Obama could rekindle their support for the now-dormant Employee Free
Choice Act, the single most important piece of pro-labor legislation in at least 50 years.

5. Mandatory staffing ratios. It's quite simple. The best way for unions to increase their dues-paying
membership is to make staffing ratios a top issue. It's coming to your state. Bank on it.

6. Cracking down on patient confidentiality. It was big news when a California hospital worker sold to
a tabloid newspaper confidential information about the late Farah Fawcett's battle with terminal
cancer.

Healthcare workers at other hospitals were fired for snooping into the records of Nadia "Octomom"
Suleman and California First Lady Maria Shriver, to name a few. It's not just the high-profile cases in
LaLa Land, however. Twitter, You Tube, Facebook, and dozens of other social media, create any
number of new outlets for patient confidentiality violations in every town in the nation.

If you haven't had a recent discussion with employees about the importance of patient confidentiality,
that would be a good way to start the year. The federal government wants desperately to show the
public that electronic health records are secure from snoops and hackers and the feds are salivating for
the chance to make an example out of HIPAA violators. Don't let it be you.

7. Healthcare sector employee health and wellness programs.You would think the healthcare sector
would be ahead of the curve when it comes to employee health and wellness programs.  I have found
no evidence that this is the case. There are a lot of great healthcare role models out there, of course,
but there appear to be many sluggards as well. This is a movement that will continue to gain
momentum as more and more healthcare entities discover that it is cost-efficient and a morale
booster.
8. More whistleblower lawsuits. I wrote in July that "all of the pieces are in place for a dramatic
crackdown on fraud within the healthcare sector." This will hold true in 2010. We aren't just talking
about the store-front, bogus durable medical equipment suppliers in Miami. We are learning every day
of established healthcare organizations that are paying enormous fines to settle Medicare/Medicaid
fraud allegations raised by whistleblowers.

The government is quite serious about cracking down on fraud. Whistleblowers—and their lawyers—
can collect as much as 30% of the value of the settlements, which often are in the millions of dollars.
"The more that healthcare fraud waste is in the spotlight, it is going to lead to an increase in
employees who see this and decide to bring a whistleblower lawsuit and it's going to urge the
plaintiff's bar to be more active as well," says Brian Roark, a partner in the litigation group at Bass,
Berry & Sims, a Nashville law firm.

www.myperfect years.com

New Trends in Organizational Development and Corporate

Culture
Posted on May 26, 2010 by SLV

By Arthur F Carmazzi

People Development is no longer simple. Training Needs Analysis cross

referenced with company goals and surly succession planning would give
you most of what you need to create a people development strategy.

But now, the way organizations function and interact have changed. As the
world gets smaller through technology our competitive organizations
become Multi Cultural, multinational and virtual. Speed and competency
are no longer luxuries, they are essential! The competition is fast and new
products and services are becoming more creative , and we must go beyond
Keeping Up, we must excel .

We are Greatly Affectedby the Competence or Incompetence of those we

work with. Our ability to deal with modern business weighs heavily on our
human mind because when others do not perform, cooperate, or support
us, WE are riddled with stress as it is OUR jobs and OUR success that is in
jeopardy .
The traditional way of dealing with this has been Training without
connection toOrganizational Development. We would deliver those people
out to be “fixed” so our lives would be made easier by making them more
competent. We determined what needed to be fixed with Training Needs
Analysis and Organizational Goals.
When we expanded their soft skills, we invited them to be Team Players,
More Cooperative, Better Service Providers, Better Sales People or
Marketers, to instill better leadership or management . We wanted them to
be better at their work, to deal with people in an empowering way to attain
even higher loyalty and productivity goals .

So what did we do?

We sent them for training, 2 days here, 2 days there; they got a few ideas
here and there – some learned to provide good service and then to lead that
service, others learned to be more effective and then to lead others to do the
same, most workshops disconnected from the previous and providing
knowledge independent of the ultimate objective… .

Is this Really Organizational Development?

…To develop a cohesive, cooperative, passionate organization that dealt

with problems in an progressive and powerful way and moves forward at
ultra-competitive speeds. In other words, positive and sustainable
organizational change
So how do you accomplish this?

First, there are 7 questions you must ask about your current training and
development strategies.

1. How much of the soft skills learned in training is applied?

2. Of those applied, how long does it last?
3. Is the key knowledge reinforced through the employee’s job?
4. Is there a common methodology in all training where all employees can
relate to each other regardless of their department or function?
5. Is your current training closely tied to your organizational vision?
6. For each person who gets training, how many others are positively affected
when they return?
7. Is the time employees are in training recovered in productivity, innovation
or less wastage of resources?
If you are like most companies in reference to training, the answers to these
queries would be less than satisfactory . Here is how most people have
answered:

1. Only retain about 20% of material

2. Usually lasts for a short time leaving a yield of less than 6% of soft skills
applied
3. Difficult to get senior people to participate, so reinforcement is sparse
4. Multiple methodologies and ideas create a scattered and divided
organizational perspective
5. Don’t know how
6. No specific structure in place to share learning
7. Training ROI difficult to calculate
But there is a solution!
First: Start with a foundational vision. This is not a management vision or
even an organizational vision. It is a vision how your organization and
people can flourish by working together and being more competent – it is a
vision of an ideal working environment, a vision for the people.
Now ask:

 What is your ideal working culture ?

 What are the key barriers preventing this ideal working environment ?
 What must employees “Become” in order to overcome these barriers?
 What structures or policies are in place that are strengthening these
barriers?
 What is everyone complaining about the workplace (other than money)?
 

By having a clear Big Picture of your company’s ideal working environment,

it becomes easier to develop a strategy to achieve it. And Training is only a
part of it , the key lies in the Organizational Dynamics.
So, the next question should be: “How do you get everybody to have that
same vision?”

The answer may not really surprise you, but they already have it. Don’t
believe me? Ask around, you will see that the answers are directly related to
the emotions of what you and they are NOT GETTING at your work!

So if everyone has the same vision, why can’t we make it a reality?

…Because the process gets in the way of the outcome .

Everybody has a different “appropriate way” to do things which creates

frustration, and minimizes the desire for cooperation.

Second: Get your people using a Common methodology that will help them

to be aware of psychology behind the group dynamics. The awareness of
what is preventing the organization from creating that ideal work
environment can be discovered by the Directive Communication™
methodology.
Why a common methodology? If the individual can see their affect on the
Organizational Culture , the group can collectively address those effects .
And, if there is a common language to easily communicate the various 
“unmentionables” that usually get unfavorable reactions, then you are
setting a basis for an ideal environment and that common vision.

What are the benefits a psychology based common training methodology

and language?

 Common foundations across soft skill disciplines develop greater

communication, cooperation and effective interaction .
 People know more about each other’s work processes
 quicker, easier communication
 People can relate to other departments work better
  People using a common language provides consistent reinforcement
of core learning which leads to superior implementation of multiple
applications
 The DC psychology foundations (or other) affect group dynamics –
team cooperation is a byproduct of learning
 Affects corporate culture to yield a more fulfilling and less stressful
work environment
 

But how do you get a common methodology into the diverse spectrum of
people, objectives , and soft skill competence throughout your
organization?  And more importantly, how do you get the staff to WANT IT?
Third: Before any training starts, there are 5 integrations that should be set
and incorporated into the training system to maximize the full effect of
training and creating this ideal work environment that will yield a more
passionate organizational culture. These are:
1. Know your employees , set the mechanism to identify how your people see
the world around them, their current aptitudes and motivations, and what gaps
exist in their perceptions of their coworkers. See:  www.ColoredBrain.com and
www.humandrive.net
2. Set the structure for measuring progress of the individuals as well as the
organization
3. Tools that use and reinforce what people have learned must be incorporated
into SOPs for meetings, management coaching, or brainstorming sessions.
4. The training information ether recorded or in a multimedia format so
everybody can get it
5. The selection and placement process set up to incorporate elements of the
methodology and the organizational development objectives including cultural
and motivational fit
 

Fourth: You must have multiple training platforms flexable enough to

include an entire group. The different people and jobs will have different
time issues, location constraints and budget allocations, yet are but be
involved to maximize total effectiveness.
According to industry best practices, here is what is effective and why you
need multiple platforms:

1. Short ½ day programs that build on existing knowledge

2. Intense “infusion” boot camps that take a person from their usual world for
3 or more days
3. Regular, short online workshops provide consistent reinforcement and
application of new skills and competencies
4. The core knowledge incorporated into leadership approaches set the
foundation for common knowledge and multiple application of knowledge
amongst workmates – Emersion
5. Trainers with a common methodology using a pre-existing training platform
– Blended Learning
 

Fifth: You must establish your major players , the people who by popularity
or charisma, have the most influence in your groups. These “Key
Influencers” will be the people you train first and they will also know they
are the base of the program. Why? Because they will create a bigger buy-in
and they will help with the people development . These people need to know
the foundational methodology completely. They should attend an emersion
course, and they will become your internal advisors. After they know the
methodology, they will be indispensable to apply the strategies for using the
multiple platforms and 5 integrations to disperse it to the rest of the
organization . By cultivating these internal consultants who are already
liked and respected in your people, you will be able to leverage on their
popularity and gain an organization wide learning environment through
direct implementation and blended learning.
 

Questions to ask to create the Company Wide Learning Environment

Strategy with your Key Influencers:

1. Which business units have the biggest exposure to the rest of the
organization (these should be your priority)
 A. How much time do they have? (Can a few of them go for intense
training, or at least a 2 day program?)
B. Are they located in the same geographical location? (Do you need an
E-learning platform?)
C. Can one or more of your Key Influencers facilitate training with a
Blended Learning approach (are they available, can they spend the time?)
D. What is your budget?
E. What immediate projects or work can the learning and tools be
applied to?
F. What is the best way to communicate progress through the
incorporated measurement system?
G. Which business units will have the fastest implementation (these are
next priority)
H. How will you encourage access to the media library if there are
questions?
I. What measures will you incorporate for succession planning and
recruitment?
 

orderly implementation will eventually immerse the company in this base

methodology with ongoing learning reinforcement and provide a
passionate , cooperative and diligent work environment. But what about
specific applications like: Management, Customer Service, Sales and
Marketing, fiscal applications, Leadership, Innovation and Creativity,
Communication and Branding…

The rest still remains to be discovered in part 2 of this article

This article is based on the Directive Communication psychology
based DC360, 5 platforms – 1 Solution Integrated People Development
System. For more information on this program and how it can be applied to
your organization’s Unique Needs and get Measurable Results, contact:
[email protected]