Over the past decade or so, the concept of Design Thinking has become a popular approach to problem-solving. In some circles, Design Thinking is viewed as a methodology with several different process models (see IDEO, Hasso Plattner Institut, as examples) that provide guidance on how to engage in this process. In other circles, Design Thinking is viewed as a philosophy or a mindset that guides problem-solving.
Paul Matthews discusses the biggest waste in the training industry as the way we spend the training budget, instead of investing it in people. He continues to look at why people ignore training, or lack thereof, and pass blame to avoid responsibility. The importance of seeing an ROI on learning and development is integral to the bottom line and organisations need to look at how to implement training as a programme, not an event.
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Workplace Wellness programs are all the rage these days – and rightly so.
You don't need to be a doctor, analyst or accountant to realize that healthier employees are going to take less sick days and be more productive while at work....which obviously helps the bottom-line.
And it's also true that for many employees, a healthier body also leads to less stress, emotional well-being and a happier mindset.
Simply put, a fit and healthy workforce makes good business sense.
In part 3 of the series, Paul Matthews discusses informal learning, which describes any learning that is not scheduled, planned or mandated. He looks at the importance of informal learning, by focusing on its impact on health and safety, and how it can be harnessed by learning and development (L&D) functions to ensure that employees are doing the right things with the right support. Paul considers how informal learning is integral to keeping an organisation running and provides some examples of how L&D functions can leverage informal learning to their advantage.
What is Design Thinking? One of the challenges with introducing the concept of design thinking is that this concept does not have one agreed upon definition. Depending on the source you consult the definition defers slightly and the concept can be a bit elusive to understand. In an attempt to address this, I consulted 164 pieces of scholarly and popular literature on the topic to arrive at a short description of the concept. Below is how I answer the question, what is design thinking?
Growing up we are taught (and throughout life we observe) what is frequently referred to as the Golden Rule. For many of us it started as (and maybe still is) the phrase "do unto others as you would have them do unto you”, and while the exact wording is flexible the central message is common to all.
In principle, the concept champions a two-way, reciprocal and mutual relationship between two or more parties.
This indeed is a very admirable idea, but it has a fundamental flaw that is amplified when brought into the workplace.
It was the best of times, it was the worst of times
#companyCulture #talentAcquisition #interviewing #cultureCreation #vendoRelations
As HR and Talent Recruitment professionals, we sometimes have the opportunity to sit on “both sides of the fence” – in the business, and as a vendor. Such is the case with my own career and many of those in my network.
This is also the case for many of the corporate functions across the ecosystem; especially within Technology, eCommerce, Marketing & Creative, and Operations.
Skills shortages across Europe have been making headlines for the past few years, but since the result of the Brexit referendum, the issue has really been thrust into the spotlight.
Over the weekend I was enticed to buy Patty McCord’s new book called Powerful, Building a Culture of Freedom and Responsibility and was immediately hooked.