Gallup
researchers recently conducted studies of people in more than 150
countries to identify core elements that define human wellbeing. Their
research is detailed in Wellbeing: The Five Essential Elements by
Tom Rath and Jim Harter. Their findings describe the human experience
from suffering to thriving in five universal categories of wellbeing:
career, social, financial, physical, and community.
Career wellbeing was determined to be the most critical of the five elements. “Career”
is defined as what you do each day and how you occupy your time,
including home and family care, volunteer work, community participation,
school, or other activities.
Read More: Career Wellbeing
More About Career Development
Wednesday, October 31, 2012
Blended Learning Certificate by ASTD
Go beyond traditional classroom learning.
Today's learning professionals are under pressure to address
ever-evolving skills needed in their organizations, and they are being
asked to do so with limited resources and time. This ASTD program
provides the roadmap for creating high-impact solutions that address
these needs by combining various learning platforms, methods, and
formats to motivate learners, produce real results, and increase
productivity. After this workshop, participants will be able to take
immediate steps to design blended learning solutions using the tools and
action plan provided.
- Nov 12-13, 2012 - San Diego, CA
- Nov 28-29, 2012 - New York, NY
- Dec 04-05, 2012 - Chicago (Schaumburg), IL
- Jan 28-29, 2013 - San Jose, CA
- Mar 18-19, 2013 - Alexandria, VA
- May 17-18, 2013 - Dallas, TX
- Jul 15-16, 2013 - Los Angeles (El Segundo), CA
Facilitators: Edmond Manning, Jennifer Hofmann, Nadine Martin
Pricing:
Friday, October 26, 2012
The Science of Happiness at Work
What drives you to be happy at work and why does it matter? The iOpener Institute and ASTD are giving you the opportunity to take an evidence-based benchmarked assessment. This new and unique tool will offer you personal insights and an understanding of how to leverage happiness at work for yourself, your teams and your organizations.
But why does it matter? Our empirical data shows Happiness at Work drives increased performance, productivity and a sense of achieving potential. Seven years of research and development have resulted in ROI-linked metrics that enable orgs, teams and individuals to assess the status quo, analyze the results then act on the findings.
Read More at: The Science of Happiness at Work
Thursday, October 25, 2012
Communities of Practice
ASTD’s Communities of Practice help you find information that is relevant to your needs, and connect with today’s thought leaders.
Each community focuses on a key area of the learning and development field and is led by a community manager whose in-depth knowledge of their field will ensure that the content, offerings, and resources are consistent with your needs.
Communities of Practice:
Tuesday, October 16, 2012
ASTD TechKnowledge® 2013 | San Jose, California
ASTD TechKnowledge®
Registration Details
For Exhibitors
Friday, October 12, 2012
Conflict Management: Lessons From The 2nd Grade
“An 8-year-old's conflict management toolbox proves that
managing conflict is not as sophisticated as you might think”
A mother of 8 year old son, Bonnie Hagemann, posted the
same conflict management toolbox as it would be of higher organizations, this
surprised Saundra Stroope, who helps employees and leaders develop skills to
resolve conflicts as her job. She found out that toolbox of that 2nd
grader were almost exactly the same as practiced by her. Same as asking for
help, compromising, avoiding, sharing, humor, negotiation, ignore and more.
As it is known that conflict resolution is a skill that
differentiates high executives from average workers, although how a conflict is
taken care of, is never a defined procedure. It varies from experience to
practices.
Read more at; Conflict Management: Lessons From The 2nd Grade
Thursday, March 31, 2011
The T+D Blog Is on the Move
You may have noticed that most of ASTD's blogging activity (including for T+D) is over on the official ASTD blog. Please head over there to view news stories and other ASTD topics. The T+D category is located here, so check it out, and leave a comment if you are so inclined.
Cheers!
T+D Editorial Team
Cheers!
T+D Editorial Team
Friday, September 10, 2010
Improv....As a Training Tool
The world of improv is gaining steam as a accepted method of training in the workplace. Years ago, workplaces used to hesitate to use improv as a form of skills training because there was a stigma attached that anything fun and entertaining is not proper in the workplace. Just as games and simulations are becoming accepted and preferred training methods, improv is gaining in popularity.
A recent article highlighted two hotels--one in Chicago and one in New York--that were looking for a new, unconventional way to train employees. The hotels were looking for ways "to improve hosts’ communications skills, to help them read guests’ body language, and to establish an immediate rapport with guests," according to the article in The New York Times.
What new and innovations training methods have you or your staff used to make learning stick?
A recent article highlighted two hotels--one in Chicago and one in New York--that were looking for a new, unconventional way to train employees. The hotels were looking for ways "to improve hosts’ communications skills, to help them read guests’ body language, and to establish an immediate rapport with guests," according to the article in The New York Times.
What new and innovations training methods have you or your staff used to make learning stick?
Friday, August 20, 2010
The Story Behind Employee Engagement
Check out the great article in Bloomberg Business Week this week on employee engagement. It delves into the issue of employee engagement, examining what it is, how managers need to approach the issue, and the definition of it. As Dov Seidman writes, "Employee engagement is a condition—manifested by the inspiration an employee unleashes in his or her work when he or she is deeply connected to a mission, purpose, and the values that connect us."
Do you have best practices for how you keep your employees engaged? How do you teach your managers to approach this workplace issue? And, why are so many workers disengaged?
Employee engagement is a hot topic today because the workplace is changing at lightning speed and if companies don't take the time to build a culture of engagement in their workplace, they will had a hard time retaining valuable employees.
Do you have best practices for how you keep your employees engaged? How do you teach your managers to approach this workplace issue? And, why are so many workers disengaged?
Employee engagement is a hot topic today because the workplace is changing at lightning speed and if companies don't take the time to build a culture of engagement in their workplace, they will had a hard time retaining valuable employees.
Monday, August 02, 2010
Culture of Learning
I ran across an interesting article today that examines workplace cultures and asks the important question, "What are you doing to help the people who work for you or with you to be better?"
Have you ever taken the time to create your defiition of the perfect learning culture? What does it look like? What role do you, as learning professionals, play in that culture? Do you even know what a learning culture looks like? What tools, initiatives, and competencies does a learning culture need to sustain continuous learning?
These are important questions that need to be answered. I'd be very interested to hear your thoughts on this topic.
Have you ever taken the time to create your defiition of the perfect learning culture? What does it look like? What role do you, as learning professionals, play in that culture? Do you even know what a learning culture looks like? What tools, initiatives, and competencies does a learning culture need to sustain continuous learning?
These are important questions that need to be answered. I'd be very interested to hear your thoughts on this topic.
Friday, July 16, 2010
It’s Complicated: Organizational Risk Management
The biggest challenge in improving enterprise risk management is the complexity of implementation, according to 45.9 percent of respondents of a Deloitte online poll.
"Executives relying on conventional wisdom often miss the unconventional realities that can make risk management appear insurmountably complex," said Frederick Funston, a principal with Deloitte & Touche LLP and author of the recently released book, Surviving and Thriving in Uncertainty: Creating the Risk Intelligent Enterprise.
Respondents reported that most risk management initiatives spearheaded by senior leadership within organizations are focused on developing sustainable and repeatable skills, processes, and tools (29.7 percent) and improving the transparency of risk management for the board, employees, and other key stakeholders (17.9 percent).
Meanwhile, target areas for improvement include failure to challenge fundamental business assumptions (22 percent); inability to anticipate potential causes of business failure (15.6 percent); and failure to maintain constant vigilance for threats and opportunities (13.1 percent).
Funston recommends that executives and boards work toward risk intelligence as opposed to mere risk management. Methods he recommends include acting on knowledge on-hand, but being prepared to adapt; creating the tone at the top to incorporate risk intelligence into core business processes; leveraging the best of organizational culture, while improving cross-functional preparedness and coordination; focusing efforts on the few vital risks and opportunities, as opposed to ones that are trivial; and demanding discipline and accountability in execution by linking metrics to compensation and performance management.
The poll was taken during an April 2010 Deloitte webcast, which included more than 1,650 business professionals from the following industries: consumer and industrial products; financial services; technology, media, and telecommunications; and energy resources.
"Executives relying on conventional wisdom often miss the unconventional realities that can make risk management appear insurmountably complex," said Frederick Funston, a principal with Deloitte & Touche LLP and author of the recently released book, Surviving and Thriving in Uncertainty: Creating the Risk Intelligent Enterprise.
Respondents reported that most risk management initiatives spearheaded by senior leadership within organizations are focused on developing sustainable and repeatable skills, processes, and tools (29.7 percent) and improving the transparency of risk management for the board, employees, and other key stakeholders (17.9 percent).
Meanwhile, target areas for improvement include failure to challenge fundamental business assumptions (22 percent); inability to anticipate potential causes of business failure (15.6 percent); and failure to maintain constant vigilance for threats and opportunities (13.1 percent).
Funston recommends that executives and boards work toward risk intelligence as opposed to mere risk management. Methods he recommends include acting on knowledge on-hand, but being prepared to adapt; creating the tone at the top to incorporate risk intelligence into core business processes; leveraging the best of organizational culture, while improving cross-functional preparedness and coordination; focusing efforts on the few vital risks and opportunities, as opposed to ones that are trivial; and demanding discipline and accountability in execution by linking metrics to compensation and performance management.
The poll was taken during an April 2010 Deloitte webcast, which included more than 1,650 business professionals from the following industries: consumer and industrial products; financial services; technology, media, and telecommunications; and energy resources.
Monday, July 12, 2010
Recession Woes Change to Talent Management Worries
As the recession gradually wanes in its intensity, companies are growing increasingly concerned about key talent leaving. Sixty-four percent of companies are worried they may lose managers in a better job market, according to a survey of 262 companies by global talent management firm OI Partners, while 48 percent are worried they may lose executives.
Organizations may not be off base in their fears as more employees voluntarily quit their jobs in February, March, and April of 2010 than were laid off, based on information from the U.S. Bureau of Labor Statistics. February 2010 marked the first time in 15 months (since October 2008) that this was the case.
"There is a lot of pent-up frustration among employees who have survived layoffs, cutbacks, salary freezes, and other givebacks," said Tim Schoonover, chairman of OI Partners. "Companies have to demonstrate to employees that they are valued by investing in their career development, or they may lose them.”
The costs of replacing employees at the managerial and senior levels are quite significant when considering recruitment and training of both the employee who leaves and the new worker, lost business, and severance pay and benefits. For an executive, these expenses would amount to two and a half times her salary, and for a manager, two times his salary.
To retain managers and executives, 44 percent of companies are offering better salaries and benefits, and 60 percent are using in-house trainers and coaches.
In addition, organizations are also paying closer attention to who they hire in the first place as hiring the wrong managers and executives has been reportedly tied to low employee morale (83 percent), decreased worker productivity (78 percent); lost business and market share (53 percent); and high employee turnover (54 percent).
“Companies need to adopt an effective talent management strategy to identify, develop, and retain top talent and ensure that employees are achieving their full potential,” says Schoonover. “The survey demonstrates that businesses need to focus on coaching executives and managers in motivating employees, engaging them in their jobs more fully, and promoting better teamwork.”
Organizations may not be off base in their fears as more employees voluntarily quit their jobs in February, March, and April of 2010 than were laid off, based on information from the U.S. Bureau of Labor Statistics. February 2010 marked the first time in 15 months (since October 2008) that this was the case.
"There is a lot of pent-up frustration among employees who have survived layoffs, cutbacks, salary freezes, and other givebacks," said Tim Schoonover, chairman of OI Partners. "Companies have to demonstrate to employees that they are valued by investing in their career development, or they may lose them.”
The costs of replacing employees at the managerial and senior levels are quite significant when considering recruitment and training of both the employee who leaves and the new worker, lost business, and severance pay and benefits. For an executive, these expenses would amount to two and a half times her salary, and for a manager, two times his salary.
To retain managers and executives, 44 percent of companies are offering better salaries and benefits, and 60 percent are using in-house trainers and coaches.
In addition, organizations are also paying closer attention to who they hire in the first place as hiring the wrong managers and executives has been reportedly tied to low employee morale (83 percent), decreased worker productivity (78 percent); lost business and market share (53 percent); and high employee turnover (54 percent).
“Companies need to adopt an effective talent management strategy to identify, develop, and retain top talent and ensure that employees are achieving their full potential,” says Schoonover. “The survey demonstrates that businesses need to focus on coaching executives and managers in motivating employees, engaging them in their jobs more fully, and promoting better teamwork.”
Monday, July 05, 2010
Matrix Management
1. Is the matrix structure increasing in your organization? Let us know if you are seeing a trend towards flatter reporting lines and increased emphasis on collaboration. How does this relate to the strategy? What are the implications for the training function?
Wednesday, June 30, 2010
Vetting the Veteran Hiring Process
While military veterans already have trouble translating their experience to the civilian job market, HR departments also overlook Department of Labor programs that identify military veterans who are seeking jobs.
Forty-eight percent of HR professionals polled said that transitioning from the hierarchy and structure of a military culture to the civilian workplace presents a challenge, according to a Society of Human Resource Management (SHRM) report called “Employing Military Personnel and Recruiting Veterans - Attitudes and Practices.” Another 36 percent of respondents said that another hurdle is the amount of time it takes military vets to adapt to the civilian workplace.
The survey did show that 50 percent of organizations that hired veterans made a specific effort to hire these candidates, but raising this percentage is a necessary objective to assist in lowering veteran unemployment. Nearly 70 percent of HR professionals reported they are mostly unaware the Local Veterans’ Employment Representative (LVER) program while another 70 percent said they were unfamiliar with the DOL’s Disabled Veterans’ Outreach Program (DVOP).
“The high unemployment rate of military veterans is startling,” says SHRM President and CEO Laurence G. O’Neil. “SHRM is committed to working with federal agencies such as the Department of Labor and civilian HR professionals to create initiatives that get veterans hired.”
In fact, among the HR organizations that hired military employees, approximately 97 percent of HR professionals reported they bring a strong sense of responsibility to their work. In addition, other outstanding qualities reported included working well under pressure (96 percent); seeing a task through to completion (92 percent); strong leadership skills (91 percent); a high degree of professionalism (91 percent); and strong problem-solving skills (90 percent).
Good response on potential solutions explored to help hiring of military veterans by HR departments included instituting programs to train veterans with additional skills for the civilian workplace (39 percent); instituting programs to help veterans transition their existing skills to the civilian workplace (36 percent); and providing assistance in identifying and reaching out to qualified veterans (32 percent).
The survey sample included 429 randomly selected HR professionals from across different industries and the U.S.
Forty-eight percent of HR professionals polled said that transitioning from the hierarchy and structure of a military culture to the civilian workplace presents a challenge, according to a Society of Human Resource Management (SHRM) report called “Employing Military Personnel and Recruiting Veterans - Attitudes and Practices.” Another 36 percent of respondents said that another hurdle is the amount of time it takes military vets to adapt to the civilian workplace.
The survey did show that 50 percent of organizations that hired veterans made a specific effort to hire these candidates, but raising this percentage is a necessary objective to assist in lowering veteran unemployment. Nearly 70 percent of HR professionals reported they are mostly unaware the Local Veterans’ Employment Representative (LVER) program while another 70 percent said they were unfamiliar with the DOL’s Disabled Veterans’ Outreach Program (DVOP).
“The high unemployment rate of military veterans is startling,” says SHRM President and CEO Laurence G. O’Neil. “SHRM is committed to working with federal agencies such as the Department of Labor and civilian HR professionals to create initiatives that get veterans hired.”
In fact, among the HR organizations that hired military employees, approximately 97 percent of HR professionals reported they bring a strong sense of responsibility to their work. In addition, other outstanding qualities reported included working well under pressure (96 percent); seeing a task through to completion (92 percent); strong leadership skills (91 percent); a high degree of professionalism (91 percent); and strong problem-solving skills (90 percent).
Good response on potential solutions explored to help hiring of military veterans by HR departments included instituting programs to train veterans with additional skills for the civilian workplace (39 percent); instituting programs to help veterans transition their existing skills to the civilian workplace (36 percent); and providing assistance in identifying and reaching out to qualified veterans (32 percent).
The survey sample included 429 randomly selected HR professionals from across different industries and the U.S.
Tuesday, June 15, 2010
Talent Glass Is Half Full
Executives believe in the possibilities of high-potential performers. Sixty-four percent of global leaders said they currently have or plan to implement high-potential talent management programs in 2010, according to the Pulse on Leaders survey from PDI Ninth House.
Respondents were leaders from 100 global organizations based in North America, Europe, and Asia Pacific.
High-potential leaders are defined as “those with the capability to take on significantly more responsibility and challenges—often in an accelerated timeframe—and to climb several levels beyond a current role.”
Focusing on exceptional talent for professional development programs can often have a significant return-on-investment. For example, one global technology organization that worked with PDI Ninth House on a program to help top employees lead important projects led to a 20 percent, or roughly $25 million increase, in revenues.
However, 26 percent of respondents reported they don’t have a high-potential program in place nor do they plan to implement one this year, and another 10 percent reported they don’t have the resources to institute a program.
PDI Ninth House recommends these programs because they focus on skills, values, and motives; they provide networking opportunities and relationship-building; and they enforce versatility, as well as providing intensive feedback, hands-on opportunities, action learning, and stretch assignments.
Respondents were leaders from 100 global organizations based in North America, Europe, and Asia Pacific.
High-potential leaders are defined as “those with the capability to take on significantly more responsibility and challenges—often in an accelerated timeframe—and to climb several levels beyond a current role.”
Focusing on exceptional talent for professional development programs can often have a significant return-on-investment. For example, one global technology organization that worked with PDI Ninth House on a program to help top employees lead important projects led to a 20 percent, or roughly $25 million increase, in revenues.
However, 26 percent of respondents reported they don’t have a high-potential program in place nor do they plan to implement one this year, and another 10 percent reported they don’t have the resources to institute a program.
PDI Ninth House recommends these programs because they focus on skills, values, and motives; they provide networking opportunities and relationship-building; and they enforce versatility, as well as providing intensive feedback, hands-on opportunities, action learning, and stretch assignments.
Wednesday, June 09, 2010
Getting Smart About Job Prospects
There may be a gap between the career outlook of the average American worker and his actual job qualifications as dependent on education level.
According to a survey conducted by eLearners.com, although three in four Americans who plan to work in 10 years report that they have the education to remain competitive, the U.S. Census Bureau would counter that fewer than 20 percent of Americans 25 years of age and older have a bachelor’s degree and fewer than 10 percent have an associate’s degree.
This means that many workers will not be able to stay competitive since 18 of the 30 fastest-growing job fields require at least an associate’s degree according to the Employment Projections Program (EPP) from the Bureau of Labor Statistics.
The survey also found that 29 percent of Americans who do not have a college degree and do not plan on retiring before 2020 do not feel they have the education to remain competitive as compared to 20 percent who graduated from college who feel the same way.
In addition, more working women (31 percent) as compared to men (20 percent) do not think they have the education they need to be competitive in their field.
Roughly 40 percent of survey respondents possessed a college degree and real world training of some kind.
While some of these statistics may seem troubling, online education and distance learning programs do afford many adults lacking time, money, or both the opportunity to go back to school.
According to a survey conducted by eLearners.com, although three in four Americans who plan to work in 10 years report that they have the education to remain competitive, the U.S. Census Bureau would counter that fewer than 20 percent of Americans 25 years of age and older have a bachelor’s degree and fewer than 10 percent have an associate’s degree.
This means that many workers will not be able to stay competitive since 18 of the 30 fastest-growing job fields require at least an associate’s degree according to the Employment Projections Program (EPP) from the Bureau of Labor Statistics.
The survey also found that 29 percent of Americans who do not have a college degree and do not plan on retiring before 2020 do not feel they have the education to remain competitive as compared to 20 percent who graduated from college who feel the same way.
In addition, more working women (31 percent) as compared to men (20 percent) do not think they have the education they need to be competitive in their field.
Roughly 40 percent of survey respondents possessed a college degree and real world training of some kind.
While some of these statistics may seem troubling, online education and distance learning programs do afford many adults lacking time, money, or both the opportunity to go back to school.
Friday, May 28, 2010
Formal Evaluations Get a Positive Report
The performance review might not be something that employers and employees look forward to with excitement, but this type of assessment still prove to be a useful appraisal tool. Ninety-one percent of respondents thought that formal evaluations are valuable in improving job performance, according to a recent OfficeTeam survey of human resource managers.
Their confidence is perhaps testament to the investment they put into this type of measurement. Sixty percent reported that they conduct these performance review meetings once a year, while 18 percent said they conduct reviews at least two to four times a year. Only 5 percent said they never conducted this type of assessment.
OfficeTeam offers tips for making performance reviews successful such as employees asking their managers for a copy of their assessment forms to seek clarification on any points of doubt; making review meetings a two-way conversation between employer and employee, especially in the form of sharing ideas for improvement; having employees showcase their accomplishments both as a reminder to themselves as well as their supervisors; and providing follow through on goals for the sake of accountability and progress.
The survey was based on phone interviews with more than 500 HR managers at companies with 20 or more employees.
Their confidence is perhaps testament to the investment they put into this type of measurement. Sixty percent reported that they conduct these performance review meetings once a year, while 18 percent said they conduct reviews at least two to four times a year. Only 5 percent said they never conducted this type of assessment.
OfficeTeam offers tips for making performance reviews successful such as employees asking their managers for a copy of their assessment forms to seek clarification on any points of doubt; making review meetings a two-way conversation between employer and employee, especially in the form of sharing ideas for improvement; having employees showcase their accomplishments both as a reminder to themselves as well as their supervisors; and providing follow through on goals for the sake of accountability and progress.
The survey was based on phone interviews with more than 500 HR managers at companies with 20 or more employees.
Thursday, May 20, 2010
Worldwide Jobs in Demand Are Still Skills, Sales, and Techs
Unemployment might have reached record highs within the past year, but global talent shortages still run amok. According to an annual survey from Manpower Inc. that polled 35,000 employees from across 36 countries, 31 percent of employers have difficulty filling key positions within their organization. In addition, the seats for jobs that have been in demand for four years running remain tough to fill.
The top jobs for 2010 are skilled trades, sales representatives, technicians, and engineers, which are exactly the same as in 2009.
“As the global economy slowly recovers, employers will remain focused on maintaining financial flexibility and doing more with less,” says Jeffrey A. Joerres, CEO and chairman of Manpower Inc. “Applying the same mindset to their workforce, employers have gotten more specific about the combination of skill sets that they are looking for, not only seeking technical capabilities in a training jobs, but holding out for the person that possesses the additional qualities above and beyond that will help drive their organization forward. This conundrum is upsetting to the ubiquitous job seeker, who will need to take more responsibility for his/her skills development in order to find ways to remain relevant to the market.”
A copy of the survey, including additional information on the specific job shortages in different global regions, and a whitepaper on how employers can address the talent mismatch are available at Manpower Inc.’s Research Center.
The top jobs for 2010 are skilled trades, sales representatives, technicians, and engineers, which are exactly the same as in 2009.
“As the global economy slowly recovers, employers will remain focused on maintaining financial flexibility and doing more with less,” says Jeffrey A. Joerres, CEO and chairman of Manpower Inc. “Applying the same mindset to their workforce, employers have gotten more specific about the combination of skill sets that they are looking for, not only seeking technical capabilities in a training jobs, but holding out for the person that possesses the additional qualities above and beyond that will help drive their organization forward. This conundrum is upsetting to the ubiquitous job seeker, who will need to take more responsibility for his/her skills development in order to find ways to remain relevant to the market.”
A copy of the survey, including additional information on the specific job shortages in different global regions, and a whitepaper on how employers can address the talent mismatch are available at Manpower Inc.’s Research Center.
Thursday, May 13, 2010
Disks That Flop: Implementation of New Technology Prevented by IT Understaffing
Does your company computer run slower with every passing day? You might just be one of many employees in the same predicament.
Sixty-four percent of chief information officers (CIOs) reported that understaffing in their company’s IT department at least partially interfered with their ability to implement innovative or emerging technologies, according to a survey by Robert Half Technology.
The company offers the following tips for companies that may be facing an IT staffing shortage: asking IT employees to provide workload updates to ensure that their to-do lists are manageable; getting other employees involved and brainstorming creative solutions and workarounds; taking stock of current skills to see if employees have the necessary ones to implement an emerging technology; and finally, considering reinforcements, in the form of cost-effective project professionals and other types of independent contractors.
Sixty-four percent of chief information officers (CIOs) reported that understaffing in their company’s IT department at least partially interfered with their ability to implement innovative or emerging technologies, according to a survey by Robert Half Technology.
The company offers the following tips for companies that may be facing an IT staffing shortage: asking IT employees to provide workload updates to ensure that their to-do lists are manageable; getting other employees involved and brainstorming creative solutions and workarounds; taking stock of current skills to see if employees have the necessary ones to implement an emerging technology; and finally, considering reinforcements, in the form of cost-effective project professionals and other types of independent contractors.
Friday, May 07, 2010
Corporate Social Responsibility Is Alive and Well: Pepal’s Innovation in India Program
The freshest ideas in corporate social responsibility may come from uniting representatives from both the private and public sectors. At least, that’s what social enterprise Pepal believes. This past March, the organization launched its Innovation in India program, which offers a new take on executive development.
Innovation in India pairs private-sector professionals with senior staff from Indian non-profit organizations over a six month period to help create and execute community projects tackling problems such as HIV/AIDS, children’s health, youth unemployment, and women’s rights.
Partners will also receive joint training from London School of Economics Professor of Innovation and Management, Harry Barkema. This training will focus on two primary goals: how to build economically sustainable and scalable business models that address the needs of specific communities and exploring how building networks with partners (such as multinationals, local companies, NGOs, and governments) can create better business models.
"I expect this to be a life-changing journey for many of our private-sector participants. They will be working on challenging problems in new and often difficult circumstances," says Pepal’s Executive Director, Julie Saunders. She adds that it’s also equally beneficial for non-profit participants.
Innovation in India pairs private-sector professionals with senior staff from Indian non-profit organizations over a six month period to help create and execute community projects tackling problems such as HIV/AIDS, children’s health, youth unemployment, and women’s rights.
Partners will also receive joint training from London School of Economics Professor of Innovation and Management, Harry Barkema. This training will focus on two primary goals: how to build economically sustainable and scalable business models that address the needs of specific communities and exploring how building networks with partners (such as multinationals, local companies, NGOs, and governments) can create better business models.
"I expect this to be a life-changing journey for many of our private-sector participants. They will be working on challenging problems in new and often difficult circumstances," says Pepal’s Executive Director, Julie Saunders. She adds that it’s also equally beneficial for non-profit participants.
Subscribe to:
Posts (Atom)