I hear the term ‘blended learning’ all the time (when a company wants to use on-line training), but I wonder….do people really understand what it means? Blended learning means using the best delivery method available to reach your learning goals. Examples are: classroom based, electronic (web based, podcasting, etc.), paper based, on the job training, self study, field trips, books, and coaching. When a company asks me for a web based, self study, blended learning solution for conflict management, I cannot help but chuckle. Yes, let’s teach people how to manage interpersonal conflict (between 2 people) in a self study - over the web training format.

A great example of blended learning: A banking industry client wanted to help their leaders fill their leader toolbox. We designed a blended learning solution that included a classroom training on what it means to be a great leader, quarterly leadership book reviews via a web conference, mentoring with their manager that included self study questions and a follow up classroom case study session to ensure content was sticking. The company loved it, that had measurable ROI and of course we were very happy that the client was happy.

Blended learning is a great way to develop your human capital. There are so many new technologies to help you reach your goals. Have some fun with it!!!!

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It could not be put any plainer……we are in a state of change. Seeing how most people don’t like change, stress is everywhere - in our county, in our community, in our companies. As a leader, are you ready for change? Are you fosting a change ready culture in your company? Now is the time for leaders to shine, coach employees thru these tough economic times. Your people need you to be a strong leader. As Nike would say, “just do it”!

I attended a very scary (but well done) presentation this week on the Employee Free Choice Act. For companies that are non-union - and want to stay that way - you better get up to speed on this! The Employers Assoc. of West MI hosted the meeting with Barnes & Thornburg Law Firm presenting. Currently, once a union sets it sites on your company and achieves a 30% success with signed authorization cards, you have a chance as a company to educate your employees on why things might just be better now (without a union).  After the election, the Employee Free Choice Act is going to change. For example, if Obama is elected, this Act will look very different. Some of the changes that are being considered: once just over 50% of your employees sign union authorization cards, you are union. Period. Another potential change: no more secret ballots. It may move to all cards. Which means people can know how you voted.

It should not matter if you are union or non-union. You need to be communicating with employees, fostering positive relationships, developing your human capital, etc.

My Main Points:

• Reasons employees want a union: poor communication by employer, inconsistent discipline, poor management
• Leadership - do ALL of your leaders know how to keep employees informed, motivated and involved? DEVELOP THEM!
• The right thing to do: get rid of dead weight! Assess your leaders and your employees. Do you have staff that you have not dealt with as far as their poor performance, poor attitude is concerned? Deal with it! Why are you sending the message that certain employees can get away with poor performance?!
• Do you know how your employees and leaders REALLY feel about your company? Find out. Now.

I am frustrated with companies (well, really leaders) that spend absolutely no time, money or resources on creating an innovative culture. What I mean by that is, placing importance on things like: actually listening to employee suggestions and doing something about them, understanding that customer complaints = an amazing opportunity to create a new value stream (or of course fix your old one!), when someone asks “why are we doing it that way” you don’t kill them - you praise them! Innovation is everywhere:

• Entrepreneur magazine - article about a new emerging CIO position (Chief Innovation Officer)
• Business Week - talk of a new non-profit focused on service innovation
• Harvard Business Online - on being a serial innnovation manager

We have to change the way we do business to be able to compete in this global marketplace. We have gotton so lazy and complacent in our processes and thoughts. I absolutely love to hear about companies that understand the importance of actually scheduling in innovation time - and the time is not always focused on an issue at hand. Also the companies that designate a Innovation ROOM where people can go and get creative. A must read: Business Week’s August 20 & 27 article, The Future of Work. You will buy into being an innovation junkie.

mt

mtaylor@notsobasictraining.com

I own an amazing training company. The only problem is most organizations feel regular, face to face, tailor fit training is expendable. During tight budget time, “oh - Training…..that can go. No one will notice”. WAKE UP! Your employees DO notice, and so does your bottom line!!!! Training like: Managing Interpersonal Conflict, Organizational Communication Flow, Strategic Planning, Goal Setting, Lean in the Office - these are all critical skills employees need to understand in order to make an organization successful. What do you think? Are you with me???!!!

Wow! Business leaders are totally struggling with this whole multiple generations in the office thing! I was speaking at a conference where the owners of businesses were completely frustrated and baffled by this new generation - The Nexters (18-26 yr olds). As negative descripters were being thrown around by the owners (most in the Mature Generation (50+), I had to interrupt and try to move some mindsets. This new generation is not wrong, they are just vastly different than the generations that came before them. If we are going to be successful employing this age group, we have to stop critcizing, stop trying to mold them into us - we have to understand their motivations, their needs and see where we can adapt our expectations and systems while still meeting our customer’s needs. Any thoughts?!

Here are a few things to think about prior to investing in your most valuable asset (remember, your employees?!):
·      Ensure that you are lining the employee’s development up with your organization’s Strategic Plan, your departmental goals, and the goals of the employee’s position. Development of any kind will only be effective if it adds momentum to the direction the organization is going!

·      Establish development outcomes for the employee. Once you have chosen the development path make sure you have communicated to the employee the importance of their engagement, why they were asked to participate, and what is expected of them after the training/development. If they understand these items from the beginning, it will make it easier for them to apply the knowledge and tools.

·      Follow up. You should have a system in place to determine if the employee is actually applying the knowledge and skills. If you are really expecting a change, you need to hold the employee accountable for using the new skill/knowledge.

Employees want to be invested in, just ask them. They want to feel valued, have challenging and exciting work, a great boss, and fair compensation. Is that too much to ask? According to a 2005/2006 Employee Satisfaction and Retention Survey