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.
The phrase coaching is popular in today’s management circles and has received both complimentary and critical attention. One of the most popular types of coaching to emerge from management development research is executive coaching. Executive coaching is a custom-tailored intervention that has become popular in corporations over the past thirty years (Smither, London, Flautt, Vargas & Kucine, 2003).
Wir von CQ Net unterstützen Manager und Professionals im Bereich Personal- und Organisationsentwicklung. Im Fokus steht dabei die Umsetzung von evidenzbasierten Praktiken, mit dem Ziel die individuelle und organisationale Leistungsfähigkeit zu erhöhen. Dieser Ansatz basiert auf der Prämisse, dass Learning & Development (L&D) Führungsverantwortung ist. Dieses Verständnis steht diametral zu dem weit verbreiteten Ansatz L&D im Bereich der Personalabteilung oder bei externen Consultants zu verorten. Davon ausgehend stellt sich die Frage für Manager und Professionals, welche Aktivitäten notwendig sind, um die Initative im Bereich L&D zu ergreifen. Wir stellen in diesem Artikel eine Reihe einfach umzusetzender Interventionen vor, die es dir ermöglichen deine L&D Kompetenzen auf- und auszubauen.
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.
This CQ Dossier describes how organizations can develop talent through effective Human Resource Development (HRD) systems. It describes the three main stages of HRD including needs analysis, design and implementation of training, and evaluation of training.