Many organizations rely on on-the-job training to equip employees with leadership skills. There are many advantages to on-the-job training including its convenience and low-cost. However, in offering this type of training, many organizations ignore science-based evidence when considering best approaches. This blog describes on-the-job training and compares the training with the approach at CQ Net - Management skills for everyone!, which relies on evidence to provide instruction to training participants. The blog argues that our evidence-based approach is more valid and reliable and provides you with the essential management skills that help boost your career and personal growth.
When employees embark on a training course, the most important criterion for success is that they transfer the skills they have learned back on the job. There has been much research on those factors that lead to employee training and development success. However, transfer of learning is still an issue within the Human Resource Development (HRD) community. In this article we have a look at the most important factors that impact the transfer of learning. Furthermore, we provide recommendations on how to maximize the transfer of trainings back on the job.
To be an effective and analytical consumer of the literature on evidence-based management strategies, some familiarity and comfort with statistics is necessary. This CQ Dossiers introduces those principles for management practitioners.
In this CQ Dossier, the foundation of understanding science and reading scientific papers for management practitioners will be discussed: knowledge of how to prove cause & effect, basic statistical awareness, and an understanding of science as tentative and self-correcting.
This CQ-Dossier provides an introduction in science-based and evidence-based management and how professionals and managers can implement it. Questions such as how to find, read, evaluate and interpret scientific evidence are addressed. In addition, the limits of scientific evidence are discussed.
The capability to lead and influence people is essential for success even beyond management. Professionals without a formal leadership role find themselves more and more often in situations where it is key to deliberately influence people, teams, divisions or the whole organization. Thus despite – or perhaps precisely because of its great relevance, leadership is often seen as something mystic. This impression is reinforced by a large number of popular business bestsellers about leadership, CEO biographies, and executive consultants who rely on individual experiences and anecdotal evidence when writing and talking about leadership. These sources generally provide only a limited informative value and therefore are of questionable use for the development of leaders and professionals.
This CQ Dossier provides evidence-based e-learning practices for team e-learning interventions. The dossier draws on e-learning principles that have been shown to be effective for more than one person. Organizations have focused on using teams to increase organizational effectiveness yet many of these practices have not always been based on scientific principles.
This CQ Dossier focuses on effective e-learning and how organizations can initiate an effective e-learning program that trains and develops talent within the organization. The dossier describes the features and stages of an effective e-learning system and provides brief suggestions on how organizations can create an effective system. The objective of an effective e-learning system is to provide training to employees through web-based instruction for them to be effective in their jobs.
This CQ Dossier focuses on how to provide effective e-learning to learners on an individual basis. The dossier provides several training strategies and techniques that have proven effective in scientific research.
Here at CQ Net, we support managers and professionals to develop their employees, teams and organizations with evidence-based practices to the next performance level. This approach is based on the assumption that learning and development (L&D) is a key leadership responsibility. This is in contrast to the mainstream understanding of L&D which is mainly seen as a responsibility of the human resource (HR) department or external organizational development consultants. Taking this into consideration the question arises how managers and professionals can get into the driver seat when it comes to L&D. We collected a set of interventions that will help you to strengthen your and your organization’s L&D competencies.