Resource Library – White Paper Downloads

Our resource library includes several white papers available for download! These are provided free of charge to all our visitors. Please enjoy.

Predictability in Decision Making

Abstract

The objective of this paper’s focus is to create awareness in the possible decisions that Talent Management and Leadership teams make in setting predictability outcomes in the behaviors of those we employ and manage. Regardless of who we are we are more comfortable being around “like-minded‟ individuals. Consequently the decisions we make whether the decisions be part of the collective unconscious or conscious mind (s) the behavioral results meet the expectations that are being set by those decisions. People’s behaviors tend to rise or fall to the bar that is being set for them. Therefore, in reviewing this paper and the next four articles in this series the behavioral outcomes of results and questions is asking you the reader to be reflective in your thought of the types of behaviors that are noticed in your environments and the predictability of those outcomes that are based on the decisions that are made at point of origin. If there were a change possible, would the change start at a point where the decision made was or was not predictable?

Keywords: Predictability in decisions making, motivation and self-actualization, Pygmalion theory and equalitarian mind-set.

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Esprit de Corps, The Connection Culture

Abstract

The objective of this paper‟s focus is to the desire is to create an open-mind in leadership,
management, employees and our peers as the movement from the lukewarm economy of today to the future of a new society in the workplace as we begin to move into the 21st century. How do we bring meaningful work front and center to the five generations, the Millennials, the Generation Ys and the Generation Xs, the Baby-Boomers (all three-tiers) and the Traditionalists? How do we reenergize the workforce as a new connection culture via the concept of Esprit de Corps which means “Union in Strength”? How is this done? How does our leadership engage with the culture and change management required? Change is difficult for anyone especially if their lives personally have not been affected by the economic blunders in the past several years that have set wheels in change for the other guy. How do we get those to see the value in looking at the opportunity for change as a true benefit for them as well – not just the other guy?

Keywords: Esprit de Corps, Enrichment and Passion – igniting the fire, Culture Change within the C-Suite, Increased Performance and Retention

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eLearning Evolution in America

Abstract

The objective of the paper is to provide a short history of where we were in designing and delivering corporate eLearning from 1990-2010. Is there still value in training employees using eLearning technologies? (The answer is still yes, the type of learning and what the intended outcome is expected for the learner.)

We look at the evolution of early designs of eLearning and where we have travelled from the early „90s to today, and where we truly need to aspire to in our design and development capabilities for tomorrow. Media and Web 2.0 and Web 3.0 are here now. There is no looking back and being hopeful on what was – it is about grabbing the bull by the horns and developing the best quality using advanced learning technologies to retain what is learned in the shortest amount of time. The outcome is to bring fun into the equation by immersing our learners into a true 3D immersive learning experience through experiential and applied learning is truly the beginning of the new tipping point.

This paper explores these ideas and more. This paper entices the „C-Suite‟ and the Chief Learning Officer to get involved in the learning process as part of the new wave of change that is sustainable and quietly transforming our workforces. The opportunity to expound on our boundaries are truly limitless and a gift that the Great Recession has provided our executives to provide.

Keywords: Evolution of eLearning, Applied learning through 2D – 3D to Immersive Learning Technologies, Engagement of the Learner, Increased Retention and Improved Performance

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Talent Management and Development of Tracks A&C Employees

Abstract

The objective of this paper’s focus is to provide several alternatives to address the current Talent Management predictions of the „A‟ track leaving their posts. The main focus is to understand the differences between the A and B players and why it is important for companies to invest resources into developing the B track employees and yes C players as well. If there were a possibility to drive productivity up by 1-1/2 percentage points it would be worth the value in the investment in both the B and C tracks of employees rather than incur a cost to replace them. The burn out factor is a real issue for all employers and employees today. Any type of training to assist in motivating the B and C players and acknowledge their efforts is a good people investment provided the person is in the right role for their strengths.

 In reviewing an HBR article, Let’s Hear it for the B Players (2003) Delong and Vijayaraghavan provide some concrete evidence as to the value of the B Players. It is true, that the equalitarian mind-set looks at being equal across the ranks of employee tracks – and yet there is an argument that says that the equalitarian mind-set doesn‟t make sense. Yes and I believe it would make „cents‟ and sense for the company in increased performance, perceived value of equality and good will to produce an increase in the output. An increase would reflect a huge difference to the bottom line of the organization and help retain their employees.

Keywords: Tracks A, B and C Employees, Investment in all Employees to increase performance, class-diversity and equalitarian mind-set

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Value of Human Capital as an Asset

Abstract

As we know organizations hard assets such as their products and solutions, is what distinguishes them from their competitors, correct? The soft asset or those harder to measure such as human capital seemed to be easily disposed of when it is convenient to the employer yet at the same time human capital is an organizations best competitive factor if the C-Suite values their Human Capital as an Asset.

The objective of the CEO is to return shareholder value to its stockholders. Therefore, it does come back to the leadership truly understanding the value of their human assets and how they can provide the most significant financial return to their organizations. Mello (2007) discusses the five major kinds of assets or capital that organizations can leverage to aid in performance and add value to their organizations; the hardest to measure is the human capital.

Those five areas are, 1) Financial, 2) Physical, 3) Market, 4) Operational and 5) Human (p 7).

If we look back at the hypothesis statements, one could ‘predict’ that part of the decision to invest in the high-potential employees is the return on investment to the stakeholders. All is well when the market conditions allowed for the monies to flow and for when human capital assets are swapped like a free flowing hedge fund on the open market.

Yet today, with the recession still high, unemployment still high, and workplace fatigue high and the output of productivity is as high as it could, be then one might ask the Talent Management staff, did they risk everything by putting all their investment in this one group by only selecting high-performing employees? Did the Talent Management staff act with predictability? Could they have done something different to offset the potential burnout of their high-potential teams and split up some of the investment in human capital spending in their ‘B’ and ‘C’ teams to overt the upcoming losses?

How strategic could they have managed their Human Assets differently to reduce their risk?

Keywords: Predictability in decision making, outliers, discrimination, is human capital an asset or liability? Performance, productivity of output – what is the correlation?

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Organizational Diagnosis Design Functional Model

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