What Should be in Place to Assess the Effectiveness or Return on Investment of a Company\u27s Leadership Development Programs?

[Excerpt] Leadership is vital to a company’s bottom line, yet only 41% of C-suite leaders believe that their organizations’ leadership development programs (LDP) are of high or very high quality. However, only 18% of companies are gathering relevant business impact metrics, key determinants for measuring a program’s effectiveness and ROI. Many organizations focus on the Kirkpatrick model--reaction, learning, behavior, and results--to evaluate learning, it is critical to extend this framework to include return-on-investment. This focus on operational and strategic metrics that will drive results for the business and individual to accurately measure LDPs spanning the entry and executive levels to focus on relevant indicators

How to Best Engage and Excite All Employees about HR System and Process Changes?

[Excerpt] Change is a phenomenon that is vital for growth and is constant in all settings. In the context of business, organizations continually change their strategies, culture, structure and processes in response to markets, technological advancements, and legislation. A recent study highlighted that 90% of change management programs fail, largely due to employee resistance and the lack of management support. However, when employees, human resources (HR) professionals and leadership are invested in change, it is 30% more likely to succeed. Therefore, everyone in the organization holds the responsibility to manage change with transparency and communication

How Do Companies Integrate and Adapt to the HR Business Partner Organizational Model?

[Excerpt] Current HR structural models focus on three elements: HR Business Partners (HRBP), Centers of Excellence (CoE), and HR Shared Services. Since David Ulrich’s 1997 Human Resource Champions, HR leaders across various industries have begun realigning HR organizations to undertake “strategic business partner” work. To integrate the HRBP Model, they must work to find the most effective role of HR within the business unit to support the transformation process and create strategic alignment. With the rapid change of business, there is a need for HR leadership to also examine their existing HR organizational models in order to support business initiatives and people strategy

How to Best Engage and Excite All Employees about HR System and Process Changes?

[Excerpt] Change is a phenomenon that is vital for growth and is constant in all settings. In the context of business, organizations continually change their strategies, culture, structure and processes in response to markets, technological advancements, and legislation. A recent study highlighted that 90% of change management programs fail, largely due to employee resistance and the lack of management support. However, when employees, human resources (HR) professionals and leadership are invested in change, it is 30% more likely to succeed. Therefore, everyone in the organization holds the responsibility to manage change with transparency and communication.How_to_Best_Engage_Overall_Employees_about_HR_System_Process_Changes.pdf: 27 downloads, before Oct. 1, 2020

How Do Companies Integrate and Adapt to the HR Business Partner Organizational Model?

[Excerpt] Current HR structural models focus on three elements: HR Business Partners (HRBP), Centers of Excellence (CoE), and HR Shared Services. Since David Ulrich’s 1997 Human Resource Champions, HR leaders across various industries have begun realigning HR organizations to undertake “strategic business partner” work. To integrate the HRBP Model, they must work to find the most effective role of HR within the business unit to support the transformation process and create strategic alignment. With the rapid change of business, there is a need for HR leadership to also examine their existing HR organizational models in order to support business initiatives and people strategy.How_do_Companies_Integrate_and_Adapt_to_the_HRBP_Organizational_Model.pdf: 304 downloads, before Oct. 1, 2020

What Should be in Place to Assess the Effectiveness or Return on Investment of a Company's Leadership Development Programs?

[Excerpt] Leadership is vital to a company’s bottom line, yet only 41% of C-suite leaders believe that their organizations’ leadership development programs (LDP) are of high or very high quality. However, only 18% of companies are gathering relevant business impact metrics, key determinants for measuring a program’s effectiveness and ROI. Many organizations focus on the Kirkpatrick model--reaction, learning, behavior, and results--to evaluate learning, it is critical to extend this framework to include return-on-investment. This focus on operational and strategic metrics that will drive results for the business and individual to accurately measure LDPs spanning the entry and executive levels to focus on relevant indicators.What_Should_be_in_Place_to_Assess_Effectiveness_of_Leadership_Development_Programs.pdf: 39 downloads, before Oct. 1, 2020