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The article reports that many young people these days are deciding not to join the traditional workforce and instead they are selecting an entrepreneurial career path and starting their own businesses. This decision is not so great for companies who want to hire these energetic, creative workers. Employers looking for self-starters and high-achievers are finding fewer of them joining the workforce.
The article reports on the findings of a study about the health of professional employees conducted by Careerbuilder.com. According to the study, forty-seven percent of respondents said that they have gained weight since starting their current jobs while forty-three percent said that they eat more unhealthy snacks at work than they do at home.
This article presents an interview with Bernard Lord, Premier of the Canadian province of New Brunswick. When asked about developing a national plan to create a better-educated workforce through education and training he replied that without learning and knowledge, the overall growth of Canada is not possible. About his plans to deal with unemployment in New Brunswick he said that there are thousands of jobs in New Brunswick that are open and waiting for skilled people to fill them, and the government has thousands of people, unfortunately, who are unemployed and who do not have skills to offer employers.
The article focuses on the changing nature of workforce development in organizations. With markets and needs constantly changing, companies must also anticipate the supply and demand of human infrastructure and skilled workers. According to Brian Kramer, program director for workforce development at IBM, skilled people are a critical raw material. Further, with the aging of the workforce, the impact of baby-boomer retirement and the need to retain their knowledge and skills, the sense of urgency has grown. IBM has been providing workforce development services to national, state, and local governments for about six years and the company also participates in public-private workforce development partnerships to train and deliver skilled workers for deliberately identified needs. According to a recent analysis of data from participating countries by the Organization for Economic Cooperation and Development during a 35-year period, investments in human capital, such as education and skills training, produce three times more economic growth than do investments in the physical infrastructure.
The article reviews the book "Topgrading: How Leading Companies Win by Hiring, Coaching, and Keeping the Best People," by Bradford D. Smart.
The article reviews the book "Winning," by Jack Welch and Suzy Welch.
The article presents information on the Technical Advancement Program (TAP), a combined effort of Shared Technologies Inc. and Global Knowledge Inc. TAP is a customized training program used by Shared Technologies to motivate and train employees. Shared Technologies is a leading provider of installation and maintenance services for telecommunication customer premise equipment, and has experienced years of turmoil, layoffs, and cultural changes. Global Knowledge develops and delivers classroom and e-learning for Nortel Network in North America via an outsourced arrangement. Through TAP, each service technician began with a skills assessment review, enabling the two companies to develop a customized training curriculum tailored to meet the professional needs of each individual. Just six months after the implementation of TAP, Shared Technologies was quickly assured of its success. Nortel's Elite Advantage 2004 Customer Satisfaction Survey reported that Shared Technologies has improved its scores from 2003, and has demonstrated higher marks than most Elite Partners' average scores.
The article reviews the video recording "Theirs Is Not to Reason Why: The Story of Lt. William Soden Sims," in a DVD format, produced by Monad Trainer's Aide.
The article focuses on the use of video and audio recordings for the purpose of developing an individual's presentation skills. Watching and listening to one's own presentations can be a painful and self-underestimating experience. However, not doing so can limit one's growth and as a result one's competency. Advantages to recording one's own presentations include a real-time perspective on self-presentation skills, immediate, indisputable feedback, minimal requirements for equipment and technology know-how, and the ability to watch or listen multiple times. After watching the video recordings 2-3 times, one should have a list detailing what one excelled at and what needs improvement. A common weakness in individuals is vocal skills. Put reasonable timelines on each goal and develop a way to measure and assess progress. One also needs to make decisions on how to accomplish each goal. It is important to keep one's goals simple and workable, so it is good to start with no more than three goals in the beginning.
The article presents a list of top 10 bestseller books of the American Society of Training and Development related to occupational training. Some of the books in the list include, "Telling Ain't Training," by Harold D. Stolovitch and Erica J. Keeps, "Training Ain't Performance," by Harold D. Stolovitch and Erica J. Keeps, "Trainer Basics," by George M. Piskurich, "Training Design Basics," by Saul Carliner, and "Beyond Telling Ain't Training Fieldbook," by Harold D. Stolovitch and Erica J. Keeps.
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