P.J. Lhuillier, based in the Philippines, owns and operates a number of financial services companies that specialize in areas such as pawning, domestic and international remittance, microinsurance, and micro loans for businesses. P.J. Lhuilliers companies include the Philippines largest nonbank financial service provider, Cebuana Lhuillier. Because supervisors and officers in P.J. Lhuilliers organizations hold crucial roles for ensuring branches or departments operate securely and meet performance goals, employees must pass an exam to be promoted to these roles.
Partner for Performance provides the keys to aligning your learning and development role with your organizations greatest needs. Performance improvement specialists Ingrid Guerra-Lpez and Karen Hicks offer a framework for fast-tracking your growth as an ally to managers and a consultant to business leaders.
Why do sports fans love opening day? The brand-new season brings with it infinite potential, renewed passion, and belief in new possibilities.
CVS Veterinary Practices and Services Group (CVS Group) is one of the largest veterinary service providers in the United Kingdom. With more than 410 locations, 1,000 veterinarians, and 1,500 nurses, CVS provides corporate veterinary services through four main lines of business: veterinary practices, diagnostic laboratories, pet crematoria, and e-commerce.CVS Groups Director of Human Resources and Training, Helen Wiseman, knew that veterinarians have greater stress levels and are more likely to commit suicide than the general population in the United Kingdom.
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.
The ability to understand and manage ones own emotions, and to recognize and influence others emotions, is a critical leadership skill. The emotions of individuals can either activate and motivate the team, or move them to disassociate from the goal and passively comply.
Not enough organizations develop leaders at all levels. Those in leadership and management positions in organizations are responsible for setting the tone in their companies and making sure all employees are driving the business forward.
Creativity dreams up ideas, but innovation carries them through. How else does a company remain both productive and adaptive?
Decision making doesnt always require an immediate reply. After ensuring the core curriculum for all levels of employees was funded, I suggested that if there were any opportunity for an increase in funds, we should once again focus on building our leadership pipeline.
Tamar Elkeles presented her session Secrets to Building an Award-Winning Learning Organization, on May 22, 2016, at ATD 2016. In this segment, she introduces the topic and discusses current realities.
Research from the Association for Talent Development (ATD) and the Institute for Corporate Productivity (i4cp) reveals that robust cultures of learning are distinct hallmarks of organizations that consistently produce the best business resultscompanies that lead the worlds markets in revenue growth, profitability, market share, and customer satisfaction. Through the lens of high performance, ATD and i4cp explore the practices learning and development leaders are applying to drive vibrant learning cultures.
Today, there are more turbulent changes than everand they happen faster, so everyone has to quickly adjust. In More Turbulent Change, you learn early warning signs to detect change, common reactions, and new ways to face workplace change.