I needed to get out of my office for a bit. For a small town, Bozeman, Montana has an incredible library. It is often my place to hide when I need to get a bunch of uninterrupted work done.
I got up for a stretch and there it was in front of me in big bold letters:
“The New New Rules: A Funny Look At How Everybody But Me Has Their Head Up Their Ass” By Bill Maher.
With a title like that I really needed to give this book a once over. I dug into it and had a good laugh for quite a while.
Now you are probably asking yourself at this point “Why is this software Skills Management, Training Management, Competency Management, computer programming nerd writing about a book by Bill Maher?”
So there I am with my wife. We have the stereo on pretty loud, I am rocking out and jamming around the house. My wife looks at me and asks “Are we listening to the same song?”
Unfortunately, I was born with a disability. For whatever reason, from the day I came out of my mom’s womb, God denied me the pleasure of having any rhythm. To picture my dilemma more clearly think of Steve Martin as Navin Johnson in the “Jerk”. As Navin says “It was never easy for me…?”
Yes, neither Navin or I will ever have Rhythm.
After posting my blog on December 1st 2014 titled “Skills Retention – The Baby Boomer Crisis” a colleague sent me the below video. This video from Ted Talks is the perfect add on to that blog. Rainer Strack explains that workforce skill gaps are certainly coming in the near future because of a quickly retiring workforce.
In this data-filled — and quite charming — video, human resources expert Rainer Strack suggests that countries ought to look across borders for mobile and willing job seekers. But to do that, they need to start by changing the culture in their businesses.
Bad hires cost businesses a great deal of income in training time, reduced effectiveness, and aggravation suffered by colleagues that have to bear the responsibilities for a marginal employee. In a lot of companies, supervisors perform staff interviews by presenting their go to questions to candidates. For example, what can you offer us that someone else cannot? Or even trying to get a feel on how exactly a prospect can fit in. These strategies normally lead to uninspiring and harmful outcomes.
The baby boomers generation is reaching a state of crisis. For the next twenty years, an average of 10,000 people each day will reach age 65. As a result, creating a nightmare for HR professionals who are trying to replace their aging staff. Read more…
Figuring out the Return On Investment (ROI) For Performance Management Systems is at best a difficult proposition.
If you have at least some experience resolving HR dilemmas, you certainly know how much time and effort it takes to hire prospective and fire unproductive personnel. If your organization is medium or large, then you probably spend days and even weeks, trying to figure out the truth about your workers. Meanwhile, your competitors successfully reduce their HR costs and enhance workplace productivity. The secret is, actually simple: even a simple performance management system provides a positive ROI.
Are you an effective worker? Almost everyone has to answer this question at least once in their life. Workplace effectiveness has become a buzzword in organizations and businesses, but not everyone can boast being ideally effective at work. The thing is that no one is 100 percent effective. We have talents and skills, but we also display weaknesses and character drawbacks. These weaknesses negatively impact our performance in the workplace. This is why we need to expand our strengths and performance potentials to reduce, and even get rid of, our weaknesses.
Do you have the answers to the questions below?
• Is our focus and investment in training aligned with our business goals and objectives?
• What skills gaps are preventing us from achieving or exceeding our objectives?
• What are our core competencies and are we leveraging them?
If you don’t have the answers to these question how are you going to get them? Maybe a training needs analysis is the answer.
Welcome to the third part in this series of implementing a skills audit. Part one covered ensuring that leaders, managers, and employees are aware of, and buy into, the importance of a skills audit. Part two showed how to implement a skills audit step by step.
In the third and last installment of this series I will go into the reporting analytics and output you should strive to achieve during a skills audit, and the questions that should be answered.
How to Conduct a Skills Audit
In the first part of our talk about skills audits, we created a picture of what is a skill audit, ant the benefits of a skill audit for organizations and leaders. Now it is time to provide more detailed recommendations as to how a skills audit should be conducted.
We must say that implementing a skills audit strategy can be easier than first imagined. There is no better way to ensure an ideal employee-job fit better than a well-developed skills audit.