Learning Outcomes: Certificate Level (partial listing of content)
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Learn the latest concepts, models, practical tools, and innovative technologies behind performance management in the most successful companies
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Hear about the latest research, best practices, and practical recommendations to leverage competencies for more effective talent management practices.
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Learn how organizational learning is different in today's world, and with that knowledge, how to create the most compelling opportunities for both individuals and organizations to learn, grow, and innovate
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Learn the best practices and latest research in coaching, mentorship, and communities of practice.
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| Modules
1. Performance Management for High Performing Companies (partial listing of content)
Most organizations struggle with performance management, but few practices are more important for 1) aligning the organization and 2) focusing and developing talent. Over 75% of employees believe that performance management systems are weak and ineffectual at best. A big part of the problem is that current performance management practices are remnants from hierarchical organizations in which talent is viewed as interchangeable, replaceable, and in need of control. Talent by its very definition is differentiated, and new performance management systems must take into account this principle as well as challenge many traditional assumptions of how people are evaluated, rewarded, motivated, and improved.
2. Leveraging and Managing Key Competencies (partial listing of content)
Competencies define excellence performance and are therefore the foundation for virtually all talent management functions. Without a firm view of excellence; hiring, development, appraisal, career and alignment decisions are uncertain at best. The difference between excellent and average performers varies from 50% to 400% depending on role and opportunity. Companies that can attract, develop and retain top talent have a significant advantage over those who cannot. In this course, HCI brings together the latest research, best practices and practical recommendations on how to leverage competencies for more effective talent management practices.
3. New and Innovative Organisational Learning Strategies (partial listing of content)
Organisations, like individuals, can learn, grow, and innovate; or they cannot. Learning approaches that were once successful face significant barriers today. Such approaches may have worked when organizations were less susceptible to change, hierarchical, and a collection of "silos." Learning in organizations was different when knowledge was relatively stable and talent was viewed as interchangeable labor. In today's organization, new approaches to workplace learning are required. Approaches that take into account the fact that 70% of what people need to know they learn in the workplace, not in the classroom or over the Internet.
4. Effective Coaching for Maximum Performance (partial listing of content)
High performance cultures are characterised by excellence in coaching and mentoring. Once considered to be nice supplementary capabilities, coaching and mentoring have become core approaches to developing talent. In the new workplace-learning model, approaches that reside within the work environment, not separate from it, are proving to be the most valuable, especially when expert knowledge and experience are transmitted. But the problem is that the great majority of managers do not know how to be great coaches and they don't use proven tools and techniques. Time and resources are not properly allocated to perhaps the most important management responsibility, and consequently people and organizations are not nearly as effective as they could be. This HCI course brings together best practices and the latest research in coaching, mentorship, and communities of practice.
5. Managing and Retaining Key Organizational Knowledge (partial listing of content)
Less than 20% of the knowledge available to a company is used. Fortune 500 companies lose billion a year by failing to share information. These statistics are mind-boggling and there is no doubt that there is a strong business need and justification for knowledge management systems; but more often than not these systems have proved to be less than effective. After several decades of experience, it is time to learn from those companies that have been successful in addressing the cultural and change management aspects of knowledge management as well as the technology. This is particularly important now as companies are facing the arduous task of not just sharing information among its employees, but also preserving the human capital and tacit knowledge that exists in their aging workforce. New types of technology have also emerged. |
