December 2013

Written by Elizabeth Eyre on 1 December 2013 in Magazine
Magazine

Welcome to the last TJ of 2013. It has been an interesting year - skills, particularly in relation to youth unemployment, have been almost constantly in the news, the impact of new issues such as Big Data is now beginning to be felt in L&D, and organisations are still dealing with change, uncertainty, engagement and leadership.

I'm sure things will not be very much different in 2014 but Christmas offers a welcome breather (however shortlived), so, on behalf of everyone in the TJ team, I'd like to wish you a very merry Christmas and a happy New Year, as well as to thank you for your support over the past 12 months.

I hope you'll find an early Christmas present or two in the pages of this month's magazine. We have an eclectic collection of articles for you, a veritable Christmas stocking crammed with goodies!

For those of you interested in action learning, its effectiveness in bringing people together to learn from each other is demonstrated in TJ director of research Debbie Carter's article on p9, assessing the impact of the AL group that grew out of our L&D2020 research project.

Another group starts work next month so, if you are interested in joining it, please contact Debbie at debbiecarter@trainingjournal.com or on +44 (0)1353 699090.

If your organisation is not very good at making decisions and you would like to improve the situation, Jutta Tobias has some advice on sharpening up the process in her practical article on p13.

We have three articles on communication for you this month - a skill that really underpins everything that happens within organisations. In his article on p20, Guy Millar argues that we need to develop our emotional intelligence in order to have truly transformational conversations. On p37, Mike Clayton sets out a model for effective communication while, on p51, Jonathan Kettleborough lists his six rules for ensuring L&D communicates well with the rest of the business.

In an article that shows very clearly how to connect a company's values and mission statement with its employees and their day-to-day behaviour, Peter Harvey provides an insightful case study about his company on p25.

Derek Mowbray offers a strategy on p29 to enable you to make your workplace into a "place that should feed our personal success and happiness", making the connection between people's wellbeing and their performance. And on p46 Hilary Briggs makes the case for experience - no matter what your age.

In our cover article this month, Richard Little makes a strong argument for leadership being demonstrated by what people do, rather than who they are, while, on p61, Mukta Raut has a lot of practical information about integrating social media into your L&D programmes. Mike Sengelow assesses the corporate acting market on p56 and Anila Teraiya talks about the benefits of maternity coaching on p66.

Enjoy!

Elizabeth Eyre, Editor

 

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