by Insa Meier | Jun 10, 2013 | Learning Transfer, Training Insights |
Results of the latest PersonaList.at survey
Dear Ladies and Gentleman,
What use is the best training if there is no sustainable learning success? For this reason, we conducted a survey on learning transfer and learning technologies on PersonaList.at – The Platform for HR Managers – in May 2013.
Out of 1.243 HR Managers 94 people participated in the survey. 66% of the participants work in companies with 100-2000 employees. 60% of the companies operate internationally.
How employees prepare for a training
„The process for optimal learning transfer starts with a good objective target and preparation for the training“, says Masha Ibeschitz-Manderbach, Managing Partner of MDI. As a result, she is pleased that a preparatory talk between the superior and the employee, in order to define the targets of the training, takes place in 47% of the participating companies. At least 34% plan such a conversation but do not carry it out. Almost 40% either obtain feedback from colleagues and employees or complete online analyses beforehand. Less than 30% prepare themselves with technical literature or e-learning.
(more…)
by Barbara Buzanich-Pöltl | May 21, 2013 | Lateral Leadership, Training Insights |
When New Leaders Can Start to Change Things
Dear ladies and gentlemen!
We would like to share our experience with you!
With this newsletter we are starting a series of interviews concerning leadership development. The following summary is based on an interview with Gunther Fürstberger, Managing Director of MDI.
When New Leaders Can Start to Change Things
The conditions under which a new manager starts his job have a great influence on his possibilities to change things during his first 90 to 100 days.
In case of external recruitment Gunther Fürstberger advices new managers to comply with the rules of the group. According to the idiosyncrasy credit model the ones who immediately change everything get full attention but will later be expelled from the group. Successful managers understand what is going on first and play by the company’s values and rules. They collect credit points which they later exchange for change measures. This is the moment when leadership starts.
The first two change measures need not necessarily be the most important ones. It is crucial that 90% of the team and top management consider them to be useful. By doing this, new managers may collect credit points and can subsequently address the really difficult topics.
If a new position is assigned to somebody within the company, the conditions for change are much more favorable. The new manager knows the staff, culture and organization very well. Thus, changes can be implemented faster.
Some changes have to be tackled straight away, especially those ones concerning your own behaviour. “What got you here won´t get you there. This is true for any change”, says Gunther Fürstberger and gives the following tips:
(more…)
