scholarly journals Training and Development: Communication and the Multigenerational Workplace

2021 ◽  
Vol 4 ◽  
pp. 96-102
Author(s):  
Michael Strawser
Keyword(s):  
Best Practices ◽  
Generational Differences ◽  
Training And Development ◽  
Communication Training ◽  
Development Communication ◽  
Multigenerational Workplace ◽  
Relevant Topic

Communication practitioners, especially those who facilitate training and development workshops, should focus on generational differences as a subset of their communication training efforts. This article positions the multigenerational workplace and generational differences as a relevant topic for communication trainers and provides cursory information related to different generations. Ultimately, 10 best practices to address generational differences in business contexts are discussed.

scholarly journals TOWARDS ELIMINATING DISCRIMINATORY EMPLOYMENT PRACTICES IN NIGERIAN ORGANISATIONS

2020 ◽  
Vol 2 (1) ◽  
pp. 75-86
Author(s):  
Dumebi Anthony IDEH ◽  
Okwy Peter OKPALA ◽  
Christopher Odogwu CHIDI
Keyword(s):  
Best Practices ◽  
National Development ◽  
Secondary Data ◽  
Personal Characteristics ◽  
Training And Development ◽  
Employment Practices ◽  
Employment Decisions ◽  
High Prevalence ◽  
Recruitment And Selection ◽  
Work Arrangement

Equality and non-discriminatory employment practices are rooted in the principle that all employment decisions should be based on individuals’ ability to do a job, regardless of their personal characteristics that are not related to the requirements for job performance. Thus, this study highlights some of the discriminatory employment practices prevalent in Nigerian workplaces. The study is based on review and analysis of both primary and secondary data. The results revealed different forms of discriminatory employment practices among Nigerian organisations. It noted that, discriminations occur in Nigerian workplaces during restructuring and retrenchment, in managing compensation and promotion, training and development, maternity protection, recruitment and selection, use of agency work arrangement and in the design of work environment. The study concludes that there is high prevalence of discriminatory employment practices in Nigerian organisations. It is therefore, recommended that, in line with international best practices, Nigerian organisations/employers cum the Ministry of Labour and Employment should ensure that discriminatory employment practices are reduced to the barest minimum if not completely eliminated in Nigerian workplaces if sustainable organisational performance and national development are to be achieved.

scholarly journals Promoting volunteer engagement in the heritage sector

2018 ◽  
Vol 8 (3) ◽  
pp. 362-371
Author(s):  
Charlotte Smithson ◽  
Jennifer Rowley ◽  
Roger Fullwood
Keyword(s):  
Design Methodology ◽  
Training And Development ◽  
Communication Training ◽  
Case Study Approach ◽  
Content Type ◽  
Study Approach ◽  
Information And Communication ◽  
Volunteer Commitment ◽  
Volunteer Engagement

PurposeThe purpose of this paper is to offer insights into the processes associated with promoting volunteer engagement adopted by a large UK heritage attraction during a period of significant change. Engaged volunteers were regarded as essential to sustain, and where appropriate, to enhance the customer experience.Design/methodology/approachA case study approach was adopted. This involved review of relevant documentation and interviews and focus groups between researchers, managers and volunteers.FindingsWorking from the philosophical stance that information and involvement are strong predecessors to “buy-in”, the managers of the attraction used a series of initiatives that kept volunteers both informed and involved. These initiatives include a values-based induction programme, information and communication, training and development, and creating new narratives.Originality/valueVolunteer engagement influences volunteer commitment to the organisation. This case study offers some insights into initiatives adopted in one heritage organisation to promote volunteer engagement, and thereby provides a basis for other organisations to reflect on their practices in this area.

Training and Development: Best Practices

2002 ◽  
Vol 31 (4) ◽  
pp. 507-516 ◽  
Author(s):  
Linda Bjornberg ◽  
Susan DellCioppia ◽  
Kelly Tanzer
Keyword(s):  
Customer Satisfaction ◽  
Best Practices ◽  
Service Quality ◽  
Human Resource ◽  
Best Practice ◽  
Positive Impact ◽  
Training And Development ◽  
Positive Outcomes ◽  
The Impact ◽  
Over Time

The IPMA HR Benchmarking Committee has identified a series of successful approaches—“best practices”—in key human resource areas from the 2001–2002 HR Benchmarking Survey. The primary purpose of the benchmarking project is to provide human resource practitioners with tools, models, skills, methods, and data to improve the effectiveness of their human resource programs for their customers. The main goal of the benchmarking project is to: identify, measure, and share the best practices of leading HR organizations so that others can compare their practices to these HR organizations and identify opportunities to improve their own organizations. Rarely can a program or solution seamlessly transfer to every other organization, but the IPMA HR Benchmarking Committee will feature successful models for HR professionals to review and determine whether they may adopt or adapt the practice—or elements of the practice—in their own organizations. In conjunction with IPMA's available benchmarking data, the HR Benchmarking Committee will use the following criteria to determine which agencies have “potential” best practices. Training and Development was one of the “best practice” program areas identified. Linda Bjornberg, a member of the Benchmarking Committee, discusses the innovative and successful efforts of the selected HR organizations in measuring the impact of training on their organizations' missions. Successful over time Quantitative and/or qualitative results Recognized or recognizable positive outcomes — customer satisfaction — positive impact Innovative Replicable — transferable with modifications — portable — adds value by improving service, quality and/or productivity Meaningful to Users of the Benchmarking Site

scholarly journals Vision of Happiness, and Life Values of Different Generations

2020 ◽  
Author(s):  
Konstantin Lopandin ◽  
Keyword(s):  
Social Sciences ◽  
Factor Analysis ◽  
Generation X ◽  
Generational Differences ◽  
Focal Point ◽  
Human Happiness ◽  
Healthy Family ◽  
Relevant Topic ◽  
Comparison Of The Results ◽  
The Relationship

The analysis of generational differences has been a relevant topic in some social sciences for the last years. Happiness as a phenomenon has just recently become a focal point of psychologists. There has still been little research into determinants of happiness in different generations. In the research paper, the author explores the relationship between perceptions of happiness across generations and the values that accompany them. The study was carried out with the use of such methods as content-analysis, factor analysis, the technique of S. Schwartz, statistic methods. Main results: the main associations obtained for the stimulus word ‘happiness’ are highlighted and described; a comparison of the results from the factor analysis is given. The author comes to a generalised conclusion regarding the important difference in the understanding of happiness between generations X (the relevance of health) and Y (the relevance of an interesting life) and regarding the similarity of other notions of ‘happiness’ across generations. Differences in perceptions of happiness were found: for generation X it is health, for generation Y it is an interesting life. Both of the generation share the opinion that the most significant markers of human happiness are a healthy family, strong personal relationships, a job, a home and wealth. Safety and tranquillity are also important, but with the above, all setbacks are overcome as temporary obstacles that add to one’s sense of ‘happiness’. The hypothesis that perceptions of happiness are determined by different values due to intergenerational differences has been confirmed.

scholarly journals University Leadership: Slippage from Abiding to Peremptory Roles?

2021 ◽  
pp. 275-281
Author(s):  
Daniel C. Levy
Keyword(s):  
Best Practices ◽  
Training And Development ◽  
The Political ◽  
Vice Presidents ◽  
University Leadership ◽  
Cultural Competencies ◽  
Diversity And Inclusion

AbstractOur university leadership strongly encourages you to attend today’s session on _____. This topic is of the utmost importance to us all.” Such urging populates the Inboxes of faculty, workers, and students at U.S. universities. They come from presidents, vice-presidents, deans, directors of diversity and inclusion offices, coordinators of training and development, and subordinates in the enlarging bureaucracy mobilized to support this leadership. Seminars train employees with “best practices” to improve their “cultural competencies” and correct their deficiencies. Meanwhile, senior administration’s moral purview extends to pronouncements on the political controversies of the day. Taken together, these internal and external roles mark huge scope for university leadership. Since when? Who signed such a contract when hired as faculty or paying tuition?

scholarly journals Make Learning Stick: Best Practices to Get the most out of Leadership Devlopment

2015 ◽  
Author(s):  
Diane Reinhold ◽  
Tracy Patterson ◽  
Peter Hegel
Keyword(s):  
Leadership Development ◽  
Best Practices ◽  
Learning Environment ◽  
Leadership Training ◽  
Learning Transfer ◽  
Training And Development ◽  
Learning And Development ◽  
Developmental Experiences ◽  
Effective Leaders ◽  
Organizational Ability

"Are you taking a closer look at “learning transfer”? Are you wondering how to make sure the lessons taught through your leadership training and development efforts stick weeks, months, or years later? As a professional interested in learning and development, you may be in a position to acknowledge and help overcome the challenges to learning in your organizations. You are likely in a position to influence supervisors and executives, as well as potential participants, in leadership development efforts. You may also have a role in creating and supporting a learning environment. With a better understanding of learning transfer, you can help your organization realize multiple benefits, including bigger impact from developmental experiences, more effective leaders, and a stronger organizational ability to learn and adapt. Read on to learn CCL’s perspective on and best practices for learning transfer for leadership development. We share a framework—and specific tactics—that we use in designing leadership development solutions. With this information, you can begin to help leaders and your organization overcome challenges to learning transfer—and earn greater benefit from leadership development investments."

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