Ever feel completely wiped at the end of of a work day? According to Nemo Chu, a neuroscientist might offer the following explanation:
The brain, despite being just ~2% of our body’s mass, actually accounts for ~20% of our body’s total energy consumption.
What is 20%? To put that in perspective, that’s like having a 20-watt light bulb burning in our heads. And that’s when we’re doing nothing. In other words, our brains are burning 20% of our body’s energy while we’re in our resting state.
Not only does our brain demand a lot of energy, but much like the rest of our body, it has been biologically programmed to try and conserve energy. But in today’s knowledge economy, more and more demands are being put on our brains and, in turn, the more and more our brains want to conserve.
So how does this impact trainers? According to Chu:
The 21st-century workplace is a cognitive battleground, and if training and development professionals want to do battle there with their workshops and PowerPoint slides, be ready to face a lot of opposition.
For some organizations, knowledge workers simply aren’t ready to learn in the workplace.
Chu advocates making learning material accessible for individual to learn when they are ready to learn, when their brains are more rested and not being sollicited by whatever else is going on in the workplace. In fact, Chu advocates developping learning content for mobile devices for anytime, anywhere access.
This feeling of connectedness creates more engagement on your part so you continue to answer Yammer’s question: “What are you working on?” Soon, people see your updates and reach out to help you, you see others’ updates and reach out to help them. It is like you belong to one big Borg brain (if you are a StarTrek fan).
Gorman pegs Yammer as a tool that captures context, content and experts and she is right on the money. In my opinion however, it has one small little drawback: you have to search Yammer to get the entire picture of who’s working on what.
Enter Enterprise Collaboration Tools from Brainpark which aim at making the workplace more collaborative, transparent and efficient by injecting information into the workflow. You no longer need to search for who is working on the same thing as you; the right information is pushed to you at the right time, creating what Brainpark calls business sense. The Brainpark model is making waves, earning the technology industry’s prestigious Red Herring Global 100 Award.
In a recent blog post, Harvard Business Review’s Jeanne C Meister and Karie Willyerd advocate using microblogging to enable the members of an organization to communicate and share information with one another more rapidly and efficiently than ever before.
So what exactly is microblogging? It is the practice of posting very short statements, commonly 140 characters or less, via a microblogging service such as Twitter.
However, because the objective is to communicate internally within an organization, Twitter, which broadcasts in a public realm, isn’t going to be very good for sharing enterprise information. Enterprise social software such as Yammer will allow you to recreate a private social network for your organization and keep the information contained.
Meister & Willyerd suggest that if you are considering implementing microblogging within your organization, there are three lessons to consider:
Start small and monitor results.
Provide training to employees.
Integrate Microblogging into your workflow.
By strategically implementing microblogging in your organization, you leverage the social media savvy of your Tweeters and cut down on the time and effort to disseminate and gather enterprise information. Two birds, one stone!
For those who know me well, they know the issue of bullies in the workplace is an issue very close to my heart. It is amazing how much bullies can suck the motivation out of a team and how this can have a direct impact on performance. You can hire the most competent people on the planet, but if you subject them to bullies, you will ruin them.
A startling 37% of American workers — roughly 54 million people — have been bullied at work according to a 2007 survey by the Workplace Bullying Institute. The consequences of such bullying spreading to the targets’ families, coworkers, and organizations. Costs include reduced creativity, low morale, and increased turnover — all factors that weigh heavily on the bottom line.
Among targets of bullying, 40% never told their employers and, of those who did, 62% reported that they were ignored. This suggests there’s a significant opportunity to increase profits and beat the competition by eliminating the prevalence of workplace bullying in your organization. But how?
The first step is to identify the root of the problem.
Cornerstone OnDemand has published a new white paper titled “Failing to Learn: Why Learning is Critical to Strategic Talent Management.”
Focussed on best practices, the paper addresses how learning is essential for:
Onboarding: Avoid making new hires sink or swim in your organization.
Performance: Develop employees in the middle, not just high and low performers.
Succession: Do more than just identify skill gaps, actually address them.
Compensation: It’s not just about the money.
Social networking: Don’t hide the knowledge and expertise in your organization.
Talent management can empower your employees to thrive and help your organization retain them. But the irony is that most talent management solutions are missing the one critical component that will make that business impact a reality – learning.
An ePortfolio is an online record of formal and nonformal learning experiences and accomplishments which goes beyond the traditional résumé form. The objective of my presentation is to look at how implementing an ePortfolio development project in an organization can permit HR professionals to have a more holistic and complete picture of the knowledge, skill and abilities of the talent within their organization.