Link: http://changethis.com/pdf/33.05.ManagersTake.pdf

Managers are under an extreme amount of stress and often their
success is dependent upon the work of others. This pressure is
driving managers to leave their jobs, or at least keep their
options open. Vince Thompson advises: not so fast — there are ways
to ignite your power as a manager and take your job back.

Doesn't that sound promising?
Do you have your own examples?

Link: http://www.clomedia.com/content/templates/clo_section.asp?articleid=1755&zoneid=142

Administrative expenses are high for most organizations in terms of training budgets, according to a survey by Expertus and TrainingOutsourcing.com.

Interesting numbers... check it out!
It would not surprise us that Australian numbers are pretty similar. If you know of a locla resource that could supply compatiable numbers... please let us know.

Link: http://www.bersin.com/contactus/qual_of_hire.asp

Bersin and Associates recently raised the point that as the impact of talent management challenges intensifies, organizations are recognizing the need to improve “quality of hire.” For the best companies, it is not enough to fill positions quickly. Finding the right talent is more critical.

One of the chief obstacles to recruiting top talent is the lack of an accurate definition of a “high-quality candidate.” Most companies do not have a systematic approach to identify the sources that produce the highest performers on the job – or even the ability to identify the attributes of those highest performers.

In order to improve hiring quality, companies must reevaluate current recruiting processes. Effective and efficient information sharing and communications between hiring managers and recruiting specialists are often hindered by disconnected and outdated technology. Most companies lack deep data and process integration between the recruiting and performance management systems that are typically managed by two different and siloed functions within HR.

A new breed of HR software has emerged that could potentially change the way companies approach the strategic management of their human resources. At their best, integrated talent management suites aggregate and share talent data across multiple processes – helping companies make better decisions, and plan for the future in ways not previously possible.

Is this happening in your part of the world?

Link: http://blogs.theage.com.au/managementline/

Something to think about on your day off. Spare a thought for the number of people forever complaining about their jobs. It's either boring or too full on, the boss is an aggressive psycho or a wimp. There are complaints about work colleagues, overwork and lack of it.
What can you do?

And then when you go to talk to HR about it... can you trust them?
Probably not, says one human resources practitioner.

HR people are not usually trained in employee counselling. Secondly, can they be trusted to keep your secrets confidential. And finally, they don't have much power anyway. So what is the issue with HR?

Link: http://acetalentnet.com.au/sevencs.php

In this day and age, with so many case studies and examples of great eLearning practice available in the public domain, it never ceases to amaze Scott Mahoney how so many organisations find so many ways to make a mess of their eLearning initiatives. It also amazes him that these failures are not confined solely to eLearning ‘virgins' – many of the more spectacular (& costly) eLearning disasters emanate from within well established eLearning practices.

So why do so many organisations get it wrong?
What have you witnessed?
More importantly, what do you need to know to get your eLearning initiative right – every time?