Our VUCA (volatile, uncertain, complex, ambiguous) world requires organisations to be agile and responsive to the fast changing, and uncertain, business world they operate in. For L&D leaders, this means creating a learning team fit for the future, which can respond to change fast.
Failure to keep promises, blaming employees for leadership mistakes, lack of credit, disparaging remarks, silent treatment, poor or no decision making....the list goes on and on. The impact of poor leadership is not simply emotional, it’s financial. Various studies on the subject show that up to 32% of voluntary turnover can be avoided with better leadership. Calculate how much it costs to lose one competent, productive, contributing employee and then multiply that by having to replace 30% of your workforce.
Harsh? Perhaps, but we need to start to show that we have a purpose and can prove the actual worth of e-learning projects. Let's face it, in most companies it can take a virtual act of Parliament to get something like e-learning approved in the first place. And after all the effort we often fail to adequately to show the return on the investment.
Few things in the corporate world generate such vociferous reactions as the performance review. Held annually, employees meet face-to-face with their judge, jury and potential executioner. Sometimes, the outcome is positive, with the employee relishing a well-earned pat on the back, hefty bonus or promise of better things to come. Other times, well, the experience is not quite so pleasant.