Many studies indicate that COVID-19 dealt a major setback to women in the workplace. Even before COVID, Brandon Hall Group research showed that women were not making substantial progress toward gaining a proportional representation in management. Only 51% of organizations believe they effectively develop women in the workplace, according to What’s Changing for Women in the Workplace? Most organizations said that more support from top management and having specific owners of development initiatives for women would help, the research showed.
Less than one-third of organizations believe there is a high correlation between the highest-performance evaluation scores and the highest-performing individuals in the organization. There are many reasons for this. The traditional process was designed in a different era when business did not move as fast. Now, an employee’s potential is more important than their past performance. It is up to organizations to change their performance evaluation process. Performance evaluation can be improved in many ways, according to our research.
Almost 90% of organizations believe understanding employees’ potential is important or critical to meet future business needs. But only 19% say current processes are effective in evaluating employees’ potential. That’s because most organizations focus evaluation on past performance while at the same time saying that past performance is not an important indicator of potential, according to Brandon Hall Group research. This strategy brief recommends five strategies to improve the understanding and identification of employee potential.
Any leader moving into a new role — whether a rookie or a veteran — has a tremendous responsibility and often a steep learning curve. Even if onboarding extends for a few weeks, the learning will need to be reinforced. Onboarding — whether you call it that or label it as continuous learning — should continue as long as necessary for leaders to get the support they need.
Almost half of organizations (46%) believe developing workplace mentors is an important or very important part of their business and talent strategies; 30% believe the quality of mentoring is good or excellent.
BTS has wide expertise across many areas of business consulting, from leader readiness and development to strategy execution and business transformation, talent acquisition and succession, to go-to-market training, transformation and more.
Only 30% of employers rate coaching and mentoring in their organizations as good or excellent, according to Brandon Hall Group’s study, How Can We Develop Great Coaches and Mentors. Less than half (46%) believe developing workplace coaches and mentors is important or critical to their business and talent strategies.
It’s a new world. To compete and keep your talent, you must empower them to see all the possibilities. Done well, you make it much easier for employees to stay with the organization they know rather than rolling the dice with another company. Creating such a consumer-grade experience is important in a hypercompetitive talent marketplace.
Most employers (76%) are receptive to improving the level of inclusion and inclusive leadership in their organizations, but less than half have success in effectively training leaders to demonstrate inclusive leadership, according to Brandon Hall Group’s study, How to Develop Inclusive Leaders: An Inside Look.
Less than three weeks after combining into a larger, publicly traded company, Skillsoft Corp. expanded its leadership development portfolio with the acquisition of Pluma, a digital coaching platform that’s a great match for Skillsoft’s focus on helping organizations build a future-fit workforce.