For talent development, this is no different.The fields of artificial intelligence and talent development have been on a collision course for decades, and their convergence has already occurred. On the horizon, AI-powered innovations are transforming the workplace and the role of the talent development professional, affecting recruiting to training to compensation.
Managers as Coaches: Boosting Employee and Organizational Performance examines organizations expectations, training, and support for managers as coaches of their direct reports. It compares the practices of high-performing organizations and other organizations, exploring whether managers use or receive training on several key coaching skills, how and when organizations provide coaching training to their managers, and the top barriers to having managers who practice coaching with their direct reports.
The largest obstacle is many practitioners inability to capture metrics that tell the quantifiable story of success in mentorship programs. Mentorship programs are social learning relationships that are transformational for individual employees and drivers for strategic organizational success.
Embrace the Power of Executive CoachingAs businesses become more complex, they tend to lean on their high performers to fend off competitors, innovate, and pivot to unexplored markets. But who do these executives and leaders turn to when they need to refine their own skills?Executive coaches.
If youve been directing your organizations talent development effort during the last few years, you might think youre on a journey without a map. There are few published resources to guide you in a challenge that many experts promise will only become more urgent, and necessary, in the coming years.
Building and launching mentoring programs can seem daunting. Yet despite the initial challenges, mentoring programs are increasing in popularity, with more than two-thirds of top executives reporting to have a mentor.
Founded in 1928, Maersk Line is now the worlds largest container-shipping companyno small feat in such a cutthroat industry. The team called in Cary Bailey-Findley, head of Maersk Lines learning and organizational development (LOD) team, to determine the root of the problem, and it became clear that the organizations call center managers needed to better train their agents to deliver positive customer experiences.Working together, the LOD and CSE teams created the CARE PROgram in 2014.
With this, increasing debate has emerged around best practices for measuring the impact of coaching both at the individual and organizational levels. Until recently, much of this conversation has focused on measuring one-to-one coaching engagements and their relationship to individual performance, attempting to draw parallels to larger implications for the company.