A few weeks ago we took a look at the ‘Top Ten Most Popular Training Magazine Middle East Posts of 2014′, now we’re turning our attention to the top 10 magazine articles in 2014 as chosen by you, our readers. From our launch issue in August 2014 to our last magazine of the year in December, we have had a fantastic response and our readership has grown more than 1000%! From managing change when implementing corporate elearning to developing the leaders of tomorrow, these are your favourite magazine articles of 2014 – definitely worth a re-read as we begin 2015 or, if you’re a new reader checking them out for the first time.
A colossal, money-making area of training is leadership. At an estimated industry value of US$60 Billion, there have been over 85,000 leadership books published in the last forty years. Why then, with such an array of resources available and with businesses seemingly willing to allocate substantial budgets to resolve the issue, is developing leaders still such an ambiguous problem?
There is no better case study for change than eLearning, which in effect is attempting to influence and even reverse the way people have learnt for years and even decades. Debbie shares her 5 step foolproof plan for corporate elearning success.
Why measure leadership development? Due to increased pressures for cost efficiencies, organizational leaders now wish to know the payoff of their investment in these initiatives to see value for money, and many organizations are stepping up to the challenge of showing the value of their programs up to the impact and ROI levels. But what methodologies are you using to measure the value and ROI?
In decades past, global leadership was not a required skill, but, today, established multi-national companies are expanding at a quicker pace than ever before. Organizations and HR departments need to focus on preparing the workforce for the needs of tomorrow.
Over the past 20 years, economies and the organization of work have witnessed a fundamental change in which occupations have become more complex and employees’ responsibilities have been linked more with competencies than with routine. In response to these shifts, new methods for occupational analysis and recognition are being deployed by leading organizations across the globe to remain competitive.
Most organizations and individuals are so busy just trying to fulfill their business goals, generate revenue and market in this new digital space that they may not have time to think through their organization’s key skills. Today’s changing world demands that we ask whether or not an organization’s core skills matter anymore.
Coaching is a tool that has now become part of the key components of any toolkit for learning and development, organizational development and talent management professionals. A number of world class organizations have implemented a coaching culture into their businesses, in order to take their most valuable assets – their people, a step further in their personal development, and as a cumulative effect, raise the capability, potential and productivity within their workforce. But can any organization introduce coaching and create this culture?
We all want to develop, improve, become better at what we do, and eventually climb the career ladder and ‘get promoted’. This is normal. However, what is NOT normal, is considering, directing and planning all employee development activities towards one end in mind – “getting a promotion”. Maha Khatib takes a look at what she calls the “promotion epidemic”. What is the ‘promotion epidemic’ and how can we deal with it?
Why should there be a focus and investment on leadership and management as the UAE moves into the next decade, and how will this support the themes of Expo 2020 in Dubai?
The Middle East has approximately 200 nationalities working in the region. How as working managers and leaders should we assess and respond to cultural effects?