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The article presents information on the dynamics of the financial services industry. It is believed that if the commercial airlines industry is exempted then the financial services industry is most complex industry. Once financial services were scattered concentrating on single features. But today financial services are dominated by big institutions which can provide customers a broad base of services and products. This complexity brings out challenges in training processes. The biggest challenge faced by the industry is to keep its employees at par with the speed of the changing environment in terms of products, policies and governmental regulations. The training techniques employed include electronic learning and classroom training. To get the best results of electronic learning it is required to design the courses carefully. Classroom training has its own idea and influence. Also, the business values should be tied with the training so that cause and effect relationship can be established.
The article reviews the video recording "People," by Learncom Inc.
The article focuses on Diane Fasching, vice president of Enterprise Learning and Development at Gilbane Building Co. Fasching worked with Texas Instruments Inc. for more than 15 years as a manager of education and development. While working with Texas Instrument Inc. with a staff of 24 and budget of $3 million, she found that the lessons learned from the big corporates could be utilized in smaller organizations. When she joined Gilbane she had only one staff and had to work on six construction courses. But today she has a team of five and has got the responsibilities of management of a number of learning resources and technologies. She has also got strategic role in succession planning and other human capital initiatives. She is also helping her company to become the best training company of the U.S. She has made a niche in a traditionally male dominated company with her corporate learning experience and determination. She is a long time volunteer and officer for a community and state hospice organization and has founded a number of women's group.
The article discusses the ongoing trend of leaving of companies by middle managers in the U.S. A survey conducted by Clear Rock, an executive coaching and outplacement firm based in Boston, shows that the managers at the middle level are leaving the firms with twice the rate of senior level executives. The reason behind such shift is thought to be the availability of flourishing job market. There has been a greater demand of middle managers and they are performing at higher levels. The survey reports that there has been an increase in turnover of companies among middle managers. Also, the efforts from companies to retain middle managers had been less successful than their efforts for retaining senior executives. It is also explained that middle managers are handling a large number of employees but for that they are not properly trained. The article also shows the ways in which companies are adopting to retain their middle managers. It also presents a graph which summarizes ways in which organizations can retain middle managers.
The article discusses the art of ruling through fear and intimidation. Fear and intimidation had been used by rulers from centuries. If one wants to adopt this style then he must adopt certain techniques. In his interpersonal behavior he must try to remain inconsistent, so that people can not understand his style. Announce a meeting without agenda and try to make it very important. Use people's mistakes to create fear as if a doubt had emerged about their performance. Appreciate a good performance but remind people to always perform outstandingly. He should create a perception among employees as if their destiny is under his control. He should use the weak person as his eyes and ears and develop an inner circle of loyal supporters. Regarding personal lives of people, act in a different way, do not make allowances and demand for evening and weekend hours of salaried employees.
The article focuses on the safety training programs in medical centers. A unique aviation-based training has improved the patient safety and quality of care in a Tennessee medical facility center. Dr. John Sergent, chief medical officer at Vanderbilt University Medical Center in Nashville, Tennessee said in 2003 that in the future Vanderbilt will become the best institution in the U.S. in terms of safety and quality. After 3 years, although a number of personnel of medical center admit that it has not reached that point but the training facility 3 years ago had helped the hospital to gain respect among its competitors. The recent Leapfrog hospital Quality and Safety Survey has ranked Vanderbilt among the top ten of 900 hospitals. The need of safety and quality improvement was realized when a report came, disclosing that medical errors are responsible for at least 44,000 to 98,000 deaths per year in U.S. Vanderbilt got its safety and quality training from LifeWing partners, the healthcare division of Memphis-based Crew Training International. They started utilizing the proven safety tools and practices of military and commercial aviation of U.S. It was a comprehensive training which had classroom only as a small part of the program. The training also included involvement of patients.
The article reviews the book "The Leadership Wisdom of Jesus: Practical Lessons for Today," second edition, by Charles C. Manz.
The article discusses the efforts employed by organizations to increase their competency. The organizations are investing large sums in devising the models of competency for their employees. But the returns are not up to the expectations as there is no comparable improvement in performance. While competency models should be agile, flexible and easily updated, it is not always possible. One of the reasons is that sometimes the process becomes so expensive and time consuming that it is difficult to keep those models up-to-date. There are some organizational mistakes at the developmental level of competency plans and at their implementation also. The time and resources invested are in excess which makes it difficult to keep the models update. The methodologies adopted for competency development should be appropriate. The number of items contained in competency model should not be too much. At implementation level attention should be paid to quantifiable measurements. The competency tools have their own limitations, so the expectations should not be kept very high. It also mentions the factors required in an employee to respond the competency model.
The article discusses the author's experience as an employee trainer and facilitator. He was always worried about providing a relaxed and safe environment for growth and learning of the executives he used to train. He says that he worked hard to keep them happy and engaged and was pleased reading their diaries in which they wrote about their learning and trainer. The author recalls an incident during the mid 1990s when he was leading a series of weak-long programs for senior executives in the Canadian Federal Public Service, when the whole class revolted in the leadership of a general in opposition to restructuring. He also recalls his initial reaction to that incident and what he learned from that experience.
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