Tag Archives: Facebook

Learning and Development

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Learning and development in organizations
directly impacts the success of the workplace culture,
employee retention and company succession planning.

Leadership practices that support organizational efforts to train, coach and develop its people are typically seen throughout the orientation (on boarding) process; the cornerstone of which everything is tied back to the company mission,vision, values and principles.  Practices that set this as the expectation early and often,  from the very first day (or interview), tend to be more effective than organizations practicing routine “check the box” processes throughout the levels of their training programs.

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Boundary Spanning

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Human Resource Professionals often
play the role of the “boundary spanner”.

Boundary Spanning is a practice is all about collecting, filtering, interpreting and disseminating knowledge across organizational boundaries.

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Behavioral Interviewing

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Behavioral interviewing is a
widely used mode of job interviewing

A behavioral interview requires job seekers to relate stories and personal experiences about how they’ve handled challenges in the past.  Past behavior is a better predictor of future behavior.  It is said to be 55% predictive of future behavior.

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Bad Apples

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One Bad Apple Spoils The Bunch

Effective leaders believe that “one bad apple spoils the bunch”… and they are right.  When leaders spot a bad apple, it is vital to take immediate action to counsel them once or twice.  Most bad apples require coaching on the harsher side – similar to “tough love”.  If a leader is unfamiliar with legal liabilities surrounding disciplinary conversations with employees, they should seek to partner with your Human Resource Department for support in this process.

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Expectancy Theory

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Victor Vroom, Expectancy Theory [1964]

Vroom’s expectancy theory is all about weighing options and making choices.  It asserts, in essence, that people will put forth effort when they believe that such effort will result in an outcome, and that that outcome is worthwhile. This theory is composed of three key elements and resulting questions that individuals (in this case, employees) ask themselves:

  • Expectancy: “How likely is it that I’ll be able to attain a particular goal (in this case, a certain level of performance) if I put forth the required effort?”
  • Instrumentality: “Assuming that I do attain this level of performance, how likely it is that I’ll be recognized or rewarded in some way?”
  • Valence: “Assuming that I am recognized or rewarded, what is that recognition or reward really worth to me?”

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