Many leaders think of coaching as giving “feedback” without realizing that feedback is only one of several coaching skills. Feedback in and of itself doesn’t account for the kind of positive impact a leader can have by applying a coaching approach to managing and developing others.
The Fourth Industrial Revolution continues to take hold of the global economy, and the need for reskilling American workers has never been more urgent. Roles in the workplace are shifting dramatically, as new technology both eliminates and creates new jobs. According to the World Economic Forum, “75 million jobs are expected to be displaced by 2022 in 20 major economies. At the same time, technological advances and new ways of working could also create 133 million new roles.”
Global business teams face a bevy of unique challenges. Not only must they overcome the obvious barriers—geographic, linguistic, and cultural—but global teams must also address issues of cross-functionality, alignment, and trust. These are difficult matters even for teams operating in the same office, let alone for those spread across the globe. Optimizing global teams takes time and commitment, and in today’s ever-changing, fast-paced world, organizations need to be reminded of that.
There is a renewed debate on the talent landscape surrounding 360-degree feedback in its traditional form and how much value it delivers for both learning and development. While the concept has been around for a long time, 360-degree feedback too often focuses on numerical ratings that either provide limited usable feedback or emphasize only the negative. As a result, very little constructive learning emerges to foster true professional advancement.
In a recent survey, BPI group talked with 13 global companies across nine industries (from $200 million to $50 billion in revenues) to determine their approaches to the delivery of human capital management services. The study sought to learn about five key areas regarding HR design: value proposition, strategy and priorities, effectiveness, design criteria, and delivery model.
You know it’s coming down the pike, but the timing hasn’t been right. The truth is, once retirement is on your radar, it’s never too early to start considering your options. You may be surprised to learn that it can take up to three years before retirement is official to evaluate your interests and develop a plan to make full use of your time, talent, and resources in the next phase of your life.