I have had a day of multi-tasking.
I’m not sure what I have achieved but I’ve certainly sent out a vast amount of e-mails, “tweeted” a good deal, checked my LinkedIn connections, put up some new videos on You Tube, made some appointments, written a short report for a client, written a proposal including an outline course programme, checked that others are doing what they said they would be doing, talked with my Marketing Manager, arranged a telecom, had five minutes for a sandwich lunch, created a new one-day course, sought some content from a valued colleague, arranged a training webinar demo, and finished the design of my daughter’s wedding invitation!!
And you know what - I feel like I have achieved nothing!
When it comes to multi-tasking there are two views of it summed up by the following quotes:
Positive View
“If you can’t ride two horses at once you shouldn't be in the circus.”
Negative View:
“Multi-tasking is the art of distracting yourself from two things you’d rather not be doing by doing them simultaneously.”
The way I feel I’ll maybe settle for the popular view – “Not doing a particularly good of anything simultaneously!”
Maybe Henry Ford was right when he said that “A weakness of all human beings is trying to do too many tasks at once.”
I rest my case.
Thursday, 20 May 2010
Wednesday, 19 May 2010
Short Term Pain For Long Term Gain
Last week was a particularly demanding one with pretty much all of it taken up with writing a tender document. One of those opportunities you cannot pass up even though you have no idea of the odds on being successful.
It has led me to conclude, once again, that in today’s highly competitive market-place how much more effort you need to put into business development to get results which are often not proportionate to the energy expended.
Is this a good equation? For the buyer, probably yes, more for less is certainly a win for them. For the poor vendor however it’s certainly not a healthy direction in which to go.
Have we the courage to stay true to our values and not work for unreasonable prices or should we simply be driven by market-forces and go with the flow? My heart tells me one thing, my head another.
My conclusion? Make the best possible job of all that you do and your worth will be valued in the longer term, it’s just that we have to succeed in the short term!
It has led me to conclude, once again, that in today’s highly competitive market-place how much more effort you need to put into business development to get results which are often not proportionate to the energy expended.
Is this a good equation? For the buyer, probably yes, more for less is certainly a win for them. For the poor vendor however it’s certainly not a healthy direction in which to go.
Have we the courage to stay true to our values and not work for unreasonable prices or should we simply be driven by market-forces and go with the flow? My heart tells me one thing, my head another.
My conclusion? Make the best possible job of all that you do and your worth will be valued in the longer term, it’s just that we have to succeed in the short term!
Tuesday, 11 May 2010
Working in an inter-dependent world
I always knew that to move from working with an independent mind set to working with an interdependent mind set was a challenge for many managers, particularly those working in complex organisations, but that truth has become even more apparent this week as our political leaders grapple with this concept.
Perhaps they should think through in more detail these six ‘C’s of interdependent working.
Collaborating (versus compromise)
Co-existing (working together for the common good)
Co-creation (of innovative solutions)
Compensating (for each other’s weaknesses)
Co-operating (to satisfy the electorate i.e. their customer)
Continuously Improving (working on the electoral and political process for long term change and improvement)
If they don’t know how to do this I have a diagnostic which might help them!
Perhaps they should think through in more detail these six ‘C’s of interdependent working.
Collaborating (versus compromise)
Co-existing (working together for the common good)
Co-creation (of innovative solutions)
Compensating (for each other’s weaknesses)
Co-operating (to satisfy the electorate i.e. their customer)
Continuously Improving (working on the electoral and political process for long term change and improvement)
If they don’t know how to do this I have a diagnostic which might help them!
Friday, 7 May 2010
Rhema expands global presence to over 60 countries
Rhema Group's aspiration has always been to be a global provider of HR Development Solutions. Our aim is to deliver training and consultancy for our clients anywhere in the world. In the first quarter of 2010 we added a further 18 countries to our network which means we can now cover the whole of Africa and South America.
Cambridge University Press addresses its global training needs with Rhema Group Training Webinars
Global publishing specialists in the area of English Language Tuition has appointed Rhema Group to use its Training Webinars to train their global population of managers in soft skill areas to support their continuing professional development. Topics include Coaching and Mentoring Skills, Building High Performance Teams and Time Management.
Rhema Group is appointed a supplier of Fort Hill Company products in the UK
Fort Hill is a world leader in the transfer of knowledge/skills into the market-place products which also measure the ROI on training programmes.
Rhema Group can now offer their full suite of products and services which is a real value add for our clients.
Rhema Group's aspiration has always been to be a global provider of HR Development Solutions. Our aim is to deliver training and consultancy for our clients anywhere in the world. In the first quarter of 2010 we added a further 18 countries to our network which means we can now cover the whole of Africa and South America.
Cambridge University Press addresses its global training needs with Rhema Group Training Webinars
Global publishing specialists in the area of English Language Tuition has appointed Rhema Group to use its Training Webinars to train their global population of managers in soft skill areas to support their continuing professional development. Topics include Coaching and Mentoring Skills, Building High Performance Teams and Time Management.
Rhema Group is appointed a supplier of Fort Hill Company products in the UK
Fort Hill is a world leader in the transfer of knowledge/skills into the market-place products which also measure the ROI on training programmes.
Rhema Group can now offer their full suite of products and services which is a real value add for our clients.
Thursday, 6 May 2010
The future of e-learning threatened?
Is it my imagination or is the demand for e-learning gradually being replaced by the demand for training webinars?
We introduced soft skills training webinars on topics such as Coaching and Mentoring Skills and Building High Performance Teams last year and we have seen a steady growth. On the other hand the demand for our e-learning offerings has slowed considerably.
Perhaps the ‘Y’ generation combined with the needs of organisations for cost effective, highly interactive remote training solutions is driving the change.
The USA is ahead of us in the UK but we see UK organisations increasingly showing an interest. This is good news for suppliers like ourselves who never did regard e-learning as an appropriate medium of delivery for soft skills training.
We introduced soft skills training webinars on topics such as Coaching and Mentoring Skills and Building High Performance Teams last year and we have seen a steady growth. On the other hand the demand for our e-learning offerings has slowed considerably.
Perhaps the ‘Y’ generation combined with the needs of organisations for cost effective, highly interactive remote training solutions is driving the change.
The USA is ahead of us in the UK but we see UK organisations increasingly showing an interest. This is good news for suppliers like ourselves who never did regard e-learning as an appropriate medium of delivery for soft skills training.
Tuesday, 10 November 2009
Globalisation Of Business And The Challenge Of Aligned Training And Development Issues
The challenges of developing a global business and then operating successfully on that global scale brings training and development issues to the fore - both strategic and tactical. Jeremy Francis, MD of global training provider Rhema Group, highlights the key issues and the solutions global players are using to address them.
Whether voluntarily or driven by market forces, organisations are increasingly globalising. Understandably their focus is on issues of shape, size, structure and location. Also of prime importance are product and service standardisation allied to clear branding and a seamless customer service experience, creating a global IT platform, and a common corporate culture. But this huge organisational effort can overlook important training and development (T&D) challenges and unless these are addressed, the global aspiration is a vision
without substance.
What provides that people-related substance? Best in Class (BIC) organisations recognise that consistent use of common job titles and descriptions is crucial, with common terminologies for internal structures, job roles and corporate culture. T&D plans must support the improvement and development of individuals. That demands optimal, common performance management and talent development systems which will operate globally.
BIC global operators incorporate at least three different measures of future and current success:
1. Attainment of personal objectives (linked to corporate objectives)
2. Observed behaviour using a job-specific competency framework
3. Evidence of commitment to the corporate culture and values.
BIC organisations mandate core T&D programmes and learning and development resources and then use them to:
• embed new protocols, policies and procedures (e.g. for project management)
• achieve culture change via leadership and change management programmes
• equip people with essential knowledge (including products/services)
Cross regional/multi-functional workshops encourage team working and cross-cultural understanding. The BICs truly seek to grow a learning organisation, sensitive to different
individual and cultural learning styles. Having provided a wide variety of L&D resources, they use a learning management system to monitor and measure varying levels of knowledge and skill assiduously, as well as individuals’ confidence to use these. Powerful total capability management systems exist which can be deployed quickly to give both a global and granular view of a range of key data relating to recruitment, T&D, HR planning, appraisal of performance, competency and talent management, and succession/career planning.
The message is clear: BIC global organisations must achieve a complete picture of the people they have, the people they need, where they have them/want them, and how they should be developed and deployed for optimum operational impact. Only customisable software will deliver this.
Such organisations have strong centralised global HRD functions giving T&D policy direction, whilst acting as internal consultants and facilitators to country/region or line-of-business specific local HRD representatives with local flexibility in delivery. The vital combination - consistency of content plus sensitivityto local culture and languages - is often provided by a global or regional training provider with local representation.
Excellent strategy is vital, but must be allied to intelligent tactics; the day-to-day on-the-spot response to shorter term, ongoing, drivers of change within the business – i.e. what is actually happening. In BIC global organisations the HR director stays close to the business, predicting and contributing to the response to economic, political, technological and cultural change drivers.
Working regularly with such organisations, Rhema Group observes that BICs know that it is absolutely essential to use consistent and cost-effective blended solutions embracing instructor-led training, coaching, e-learning, m-learning (via mobile phones), technology (webinars) and online L&D resources. Experience has defined the irreducible necessities:
• a ‘clearing house‘ of local, tactical T&D responses, via a central hub/portal communities of best practice on an intranet
• a common IT platform to monitor/measure effectiveness, using external as well as internal data
• speed of deployment.
A highly compressed case study of an organisation addressing the key issues outlined above is a global leasing specialist. This organisation has deliberately formed an ongoing working (and demanding) relationship with us as international T&D partner. It has given thought, time, effort and resources to providing a wide variety of L&D resources which blend training solutions in a wholly tailored manner. And it mandates and encourages managers and staff to use these across the globe. That is half the equation.
"balance of standardised global training programmes delivered with a local cultural emphasis"
Alongside this, the organisation has invested in a Global Performance Management System (GPMS), used to measure the achievement of personal objectives and observed behaviour relating to the employees’ job and corporate values. Using their Best Commercial Practice (BCP) intranet, the company tracks effectively the use of processes and skills imparted in their global training programmes - such as their Key Customer Management programme.
A talent management/capability management system offers complete transparency as they plan for the future worldwide deployment of people. Using global/regional training providers, this BIC achieves the balance of standardised global training programmes delivered with a local cultural emphasis.
A final observation: global organisations differ from international or multi-national organisations in three main respects when it comes to T&D. Firstly, they understand the need for a global/local approach within consistent culture, protocols and processes; secondly, they use technology to achieve transparency across the whole business; and thirdly, they balance standardised with customised solutions for cost effectiveness.
In short, they act like the most sophisticated nationals but in a global environment.
Why? Because to succeed, they must.
Whether voluntarily or driven by market forces, organisations are increasingly globalising. Understandably their focus is on issues of shape, size, structure and location. Also of prime importance are product and service standardisation allied to clear branding and a seamless customer service experience, creating a global IT platform, and a common corporate culture. But this huge organisational effort can overlook important training and development (T&D) challenges and unless these are addressed, the global aspiration is a vision
without substance.
What provides that people-related substance? Best in Class (BIC) organisations recognise that consistent use of common job titles and descriptions is crucial, with common terminologies for internal structures, job roles and corporate culture. T&D plans must support the improvement and development of individuals. That demands optimal, common performance management and talent development systems which will operate globally.
BIC global operators incorporate at least three different measures of future and current success:
1. Attainment of personal objectives (linked to corporate objectives)
2. Observed behaviour using a job-specific competency framework
3. Evidence of commitment to the corporate culture and values.
BIC organisations mandate core T&D programmes and learning and development resources and then use them to:
• embed new protocols, policies and procedures (e.g. for project management)
• achieve culture change via leadership and change management programmes
• equip people with essential knowledge (including products/services)
Cross regional/multi-functional workshops encourage team working and cross-cultural understanding. The BICs truly seek to grow a learning organisation, sensitive to different
individual and cultural learning styles. Having provided a wide variety of L&D resources, they use a learning management system to monitor and measure varying levels of knowledge and skill assiduously, as well as individuals’ confidence to use these. Powerful total capability management systems exist which can be deployed quickly to give both a global and granular view of a range of key data relating to recruitment, T&D, HR planning, appraisal of performance, competency and talent management, and succession/career planning.
The message is clear: BIC global organisations must achieve a complete picture of the people they have, the people they need, where they have them/want them, and how they should be developed and deployed for optimum operational impact. Only customisable software will deliver this.
Such organisations have strong centralised global HRD functions giving T&D policy direction, whilst acting as internal consultants and facilitators to country/region or line-of-business specific local HRD representatives with local flexibility in delivery. The vital combination - consistency of content plus sensitivityto local culture and languages - is often provided by a global or regional training provider with local representation.
Excellent strategy is vital, but must be allied to intelligent tactics; the day-to-day on-the-spot response to shorter term, ongoing, drivers of change within the business – i.e. what is actually happening. In BIC global organisations the HR director stays close to the business, predicting and contributing to the response to economic, political, technological and cultural change drivers.
Working regularly with such organisations, Rhema Group observes that BICs know that it is absolutely essential to use consistent and cost-effective blended solutions embracing instructor-led training, coaching, e-learning, m-learning (via mobile phones), technology (webinars) and online L&D resources. Experience has defined the irreducible necessities:
• a ‘clearing house‘ of local, tactical T&D responses, via a central hub/portal communities of best practice on an intranet
• a common IT platform to monitor/measure effectiveness, using external as well as internal data
• speed of deployment.
A highly compressed case study of an organisation addressing the key issues outlined above is a global leasing specialist. This organisation has deliberately formed an ongoing working (and demanding) relationship with us as international T&D partner. It has given thought, time, effort and resources to providing a wide variety of L&D resources which blend training solutions in a wholly tailored manner. And it mandates and encourages managers and staff to use these across the globe. That is half the equation.
"balance of standardised global training programmes delivered with a local cultural emphasis"
Alongside this, the organisation has invested in a Global Performance Management System (GPMS), used to measure the achievement of personal objectives and observed behaviour relating to the employees’ job and corporate values. Using their Best Commercial Practice (BCP) intranet, the company tracks effectively the use of processes and skills imparted in their global training programmes - such as their Key Customer Management programme.
A talent management/capability management system offers complete transparency as they plan for the future worldwide deployment of people. Using global/regional training providers, this BIC achieves the balance of standardised global training programmes delivered with a local cultural emphasis.
A final observation: global organisations differ from international or multi-national organisations in three main respects when it comes to T&D. Firstly, they understand the need for a global/local approach within consistent culture, protocols and processes; secondly, they use technology to achieve transparency across the whole business; and thirdly, they balance standardised with customised solutions for cost effectiveness.
In short, they act like the most sophisticated nationals but in a global environment.
Why? Because to succeed, they must.
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