Confidence spoilt my chances of jobOn 27 Nov 2001 in Personnel Today Ihave a wide range of experience in customer-focused and educational sectors andam looking to develop my career and use my skills, knowledge and experience. Iam a qualified trainer and have an advanced diploma in environmental managementand business studies. The feedback I received from my last interview for atraining and development co-ordinator post suggested that I was too confident.Am I pitching myself too low, or how can I better sell myself as a strong andsuitable candidate? JoSelby, associate director, EJ Human ResourcesFirstof all, I suggest you get more detailed feedback from your last interview –being told you are “too confident” is a very broad statement. Youneed to establish whether they felt you were confident because you were tooexperienced for the role or whether it was due to the way in which you cameacross. Ifthe organisation felt you were too experienced and hence you appeared overlyconfident, I would recommend you consider roles at a slightly higher level.However if this was not the case, you need to consider how you present yourselfat interview. Itis important that you continue to get across your enthusiasm and eagerness forthe opportunity as well as the skills you can bring, but on the other hand youneed to demonstrate your commitment to the role and your willingness to learn.If you come across as being overly confident in your ability, this can raiseconcerns with an organisation as to how long you will remain dedicated to theposition. You need to strike a balance between selling yourself anddemonstrating that the role will offer you a challenge.ClaireColdwell, consultant, ChiumentoThefact you received this feedback suggests there is a mismatch between the wayyou portrayed yourself in your CV and the way that you came across atinterview. Beginby reviewing your CV – assess your skills and achievements and highlight thesein a way that brings out your strengths and experience and sells you well onpaper – tailor it around where you see your next role. Thinkabout the sort of position are you seeking – will a training and developmentco-ordinator role give you the challenge you want? If you are not clear aboutyour next role, get some help in terms of career guidance, which may also includean analysis of your personality, interests and strengths.Ifyou are uncertain as to why you may have had this particular feedback, ask theinterviewer what sort of role they would see you taking – obtain as muchinformation as you can to help you in your career search.Onceyou’ve dealt with your CV, reflect again on your interview performance. Intrying to impress you might have come over as unjustifiably confident, ie bybeing too sure of your own likely success, you could come over as lacking awarenessof the potential pitfalls of the role.Taketime to listen to the information being given and show interest in what isbeing said – the best interviews are a genuine dialogue between the two parties.CliveSussams, recruitment consultant, Malpas Flexible LearningItis difficult to answer your question without more details about the depth ofyour experience to date.Certainlyyour training experience will be very useful and if you wanted to concentrateon this as your specialist career, it will be necessary to obtain a relevantqualification including CIPD membership.Fromthe way you describe your career, I am not surprised that employers may thinkthat you are maybe too experienced for a training co-ordinator’s role. I wouldsuggest that you try to find a sales training post while you study or a rolewhich will allow you the opportunity to progress with a large or medium-sizedcompany. Related posts:No related photos. Previous Article Next Article Comments are closed.
Previous Article Next Article Deutsche Bank includes the results of its staff loyalty survey in its annualreports to help evaluate the overall performance of the business. Dr Silva Steffens-Duch, head of corporate marketing at Deutsche Bank, toldthe IQPC HR Measurement conference last week that the loyalty survey is a keyperformance indicator by shareholders. Staff are asked questions under four categories: identification with theorganisational values, willingness to perform for the company, inclination tostay and general commitment. The answers are then translated into a percentage figure to measure theloyalty of staff, with 50 per cent seen as a low rating and 80 per cent ashigh. Deutsche Bank introduced the scheme in 1999 and has seen its staffcommitment rating grow from 66 per cent then to 70 per cent in January 2002. Broken down into geographical areas, Spanish Deutsche bank staff are mostcommitted at present, with 77 per cent. Steffens-Duch urged other HR professionals at the conference to follow suit.”Employee commitment deserves to be in the same area as other businessperformance indicators, which is why we publish it in our annual reports,”she said. “Commitment is linked to the employees’ views on the company’s goalsand values, while satisfaction is more about the position and workplace.” Attitude of staff seen as key to businessOn 4 Jun 2002 in Personnel Today Related posts:No related photos. Comments are closed.
Comments are closed. The New Year invites reflection on career, life choices and the challengeswe’re likely to face in the months ahead. Margaret Kubicek asks training professionals to take stockResearch from the Training Foundation indicates that many training managers‘fall’ into the profession almost by default rather than by following adistinct career path in the field, particularly if they started in their roleby delivering training. Maybe their subject matter expertise enabled them to fill an unexpected gapon a programme, they were the right person at the right time, or perhaps theywere initially attracted to the idea of retreating from an operational role. We ask what importance a trainers’ route into the profession has on theirperformance, and how practitioners can know training is right for them. David Goodson Director of training, Marriott Hotels, UKI MEAThe majority of our training is delivered by managers who are not full-timetrainers. Marriott has set up a network of managers from all over the world tofacilitate specific Marriott management development programmes. Once certified, each manager facilitates three or four programmes each yearand there is quite a kudos to being part of the network. Because managers are from within the business, it gives the programmes evenmore credibility, and participants often comment on the value of the ‘reallife’ experience that an operations manager brings to the programme. They thinkit is great their trainer spent the previous week dealing with the same issuesthey are learning about – and will be back dealing with them the followingweek. Natalie BeckermanHead of quality and development, The Places for People GroupI’m not interested in how or why people chose to go into the profession.What I want to know is can they relate to the client and can they relate to theneeds of the business. It’s also about being creative and flexible to find theright solution for each client. Influencing, persuasion and negotiation skillsare critical to any training professional because a lot of it is about beingable to get people to sign up to what you’re telling them. Simon Cutler Learning and development manager, Dunlop AerospaceI made a conscious decision 12 years ago to go into personnel and trainingafter being in hotel management and, basically, I fell in love with it and thenprogressed – I found my vocation in life. It felt natural being able to deliverthe training and I felt I could reach people’s level – you’ve got to have thedesire to do that. I think trainers are getting better but I think they need to understandtheir target audience more. You’re on stage and you’ve got to deliver somethingthat participants retain and use to enhance their skillset. Liz Dean Management development consultant, Abbey NationalI was an account manger in sales and, to be honest, I didn’t want anotherwinter on the road. I had got involved in making presentations to clients andcolleagues as well as in cascade training. I got interested and looked foropportunities to move into training. Now I’m very much involved in coaching andone-to-one personal development. I didn’t fall into it – I knew it was where Iwanted to go. For me, developing people is how I get a buzz and seeing someoneyou’ve helped achieve their aspiration makes me feel quite proud. Because I didn’t have previous training qualifications or a typical trainingdegree like psychology, it was much easier for me to move within the companybecause I was a known quantity. My business skills and knowledge were a bigadvantage to Abbey National, and it felt the skills I would need in my new rolewere trainable. Pat Ashworth HR manager, Co-operative Insurance SocietyI entered the learning and development field after having spent severalyears working in almost every other area of HR and having spent six months onsecondment to the business. I know its right for me because I am in a positionwhere I can add value to the business by helping improve their performance and,more importantly, their contribution to the bottom line. I can really make adifference. Some of our most effective trainers are those with a business background. Ithelps them focus on the real issue and instinctively know what will work.Consequently, a combination of experience in both would be my preferred routeinto training. Trainers know its right for them when they finally begin toconnect with people and realise that they have changed hearts and minds. What’s your true vocation?On 1 Jan 2003 in Personnel Today Previous Article Next Article Related posts:No related photos.
Previous Article Next Article Dixons eases HR load viaself-service Q&A on webOn 11 Feb 2003 in Personnel Today Comments are closed. Related posts:No related photos. Dixons has introduced a newe-HR system which answers employees’ questions onthe company’s policies after a successful trial reduced the time spentresponding to staff queries. The system eZ-Answer acts as an interactive web-based Q&A system,answering questions on HR policy and best practice for employees throughout thegroup’s operations in the UK and Ireland. The software delivers answers to common questions via a web browser onissues such as race relations, bullying, grievance procedures and expenses.Responses are couched in conversational language. An initial three-month trial involving 3,500 employees generated manythousands of queries on 35 HR-related subjects and saw 96 per cent of queriescleared up by via the system. John Francis, Dixons Group’s employee relations director and projectsponsor, said the system had reduced the number of simple queries being dealtwith by the HR department. “It gives us the ability to respond to an essential business need 24hours a day, seven days a week – ensuring that knowledge is shared effectivelyand easily available in the workplace,” he said. If the system can’t provide a particular answer, it automatically passes iton to the correct manager who will solve the query. Francis said feedback from managers and staff had been very positive. “Managers feel it helps with encouraging their individualaccountability,” he explained.
Asda staff able to improve ‘basic skills’ while at workOn 16 Sep 2003 in Personnel Today Previous Article Next Article Related posts:No related photos. Comments are closed. Supermarket chain Asda is to roll out a new scheme that allows staff to gothrough basic skills training during work time – while still on full pay. The Skills for Life project gives employees with below-average numeracy orliteracy skills the chance to attend courses designed to improve their reading,writing and arithmetic abilities. The initiative has already had a successful trial in the Midlands, where 80workers from 10 different stores attended one of the 10-week courses. The programme attracted staff who suffered with dyslexia and learningdifficulties, and some who had simply forgotten basic skills over the years,and gave them the opportunity to gain a formal qualification. Marie Gill, Asda’s head of organisational development, believes the trainingwill prove popular because staff won’t have to fit it in around familycommitments. “This training can make a huge difference to people’s lives and helpsbuild confidence,” she said. “It also improves their performance atwork, but that is a bonus.” Asda trained a team of specialist learning representatives to link up withlocal colleges and identify staff who might benefit from the training. It also received some funding for the project from the Department forEducation and Skills. By next spring, Gill hopes to have made some progress on extending thescheme, which could help as many as 5,000 Asda staff each year.
Previous Article Next Article That’s the message Philip Parkin gave to the Professional Association of Teachers’ annual conference last week. Parkin, general secretary of the association, said teachers should receive mandatory voice training to help them perform more effectively in the classroom, as speech was the “main tool” for getting children to behave and learn. He said that research showed a link between strength and variation of voice and effectiveness. More than 50% of teachers suffered voice disorders at some stage, he added. “The care and use of the voice should be mandatory in teacher training.” Comments are closed. Related posts:No related photos. Don’t speak unless your speaking toolOn 8 Aug 2006 in Personnel Today
Related posts:No related photos. Previous Article Next Article Read full article adjusteddevelopment | changing the world of work: one conversation at a timeShared from missc on 15 Apr 2015 in Personnel Today Comments are closed.
World of Learning 2018: Four engagement hacks for L&D teamsBy Jo Faragher on 19 Oct 2018 in Latest News, Employee engagement, Learning & development, Personnel Today Melanie Lepine, group head of learning, development and talent at Domestic and General told delegates at the World of Learning Conference that they must become “change-makers” in their organisation. So how can L&D teams bring about the sort of change where the business sits up and takes note? Martin Couzins reports.Learning and developmentSkills development: it’s time to revamp learning cultureLearning live 2018: Six snippets of advice for L&D professionals Take a curated approach to learning design“Curation provides you with an opportunity to experiment, to invent and reinvent what you do,” says Rafal Szaniawski, former chief learning officer at Deloitte Switzerland. He told delegates that L&D professionals have to become content curators.L&D has a tendency to create new content when it needs new content, rather than checking if there is already some relevant, meaningful content out there that could be used. The ability to curate content will become increasingly necessary for L&D teams who have to scale up learning with fewer resources.So what does curated learning design look like? Mike Shaw, head of L&D at the Mitie Group, demonstrated how he had curated internal and external resources as a part of a training programme. A key part of this was contextualising the information. Shaw did this by creating a short video that introduced the topic and then sharing a handful of resources in a variety of media – from video to articles.To help employees put this information into the context of their work, Shaw included related tasks and invited participants to provide feedback. This enabled a more collaborative and social approach. Although the process sounds simple enough, it is one that may be less familiar to the business world. “You have to sell the concept of a curated approach as people don’t usually get it,” says Shaw.Map your people experience to customer experienceFashion retailer River Island has shifted its focus from L&D to people experience. “The experience we give our customers and the experience we give our employees are intrinsically linked,” says Nebel Crowhurst, head of people experience at River Island.The organisation has eight key customer touchpoints related to how customers experience the brand in store and online. By identifying these, the company can see what works and what doesn’t and how they need to improve the customer experience.To deliver a people experience (PX) that more closely reflects the customer experience, River Island created four PX pillars: happiness and wellbeing of people, the smart use of data and technology, decisions based on data and evidence and a focus on the impact of future working practices on the business.“We want to be commercial and deliver value. At the same time we recognise work is changing so we are progressive in our approach,” says Mike Collins, senior digital learning partner at the organisation. He says the challenge is to ensure that every piece of learning created is deeply engaging and innovative and stays up to date with the brand, which is constantly changing. This means building learning solutions that are easy to use and intuitive.The learning team at River Island search out tools that are similar to ones being used outside of work, such as Google, Facebook and Instagram. For new starters, River Island sends out a pack that includes a virtual reality headset through which the new employee can view immersive, 360-degree videos of the stores and colleagues talking them through how the business works.Where it does use existing technology, the company looks to improve the user experience. “You can’t necessarily change your learning management system but you can find areas of it that you can customise in order to make it easier for people to access resources. Enabling single sign on to the system is one example,” says Collins. The key to creating digital content is to ensure it is mobile friendly and responsive so employees can access it when they need to.And when it comes to new technologies, Collins’ advice is to “Always question the value and what identify what changes you expect to see from it.”Create a brand for L&D“Creating a strong brand for L&D is key to building engagement”, says Di Macdonald, former head of L&D at Expedia and L’Oreal. At online travel agency Expedia, Macdonald developed a brand for the L&D team. Called GLO (the global learning organisation), it was created with the help of an external marketing agency. Its distinctive logo and brand colours helped draw employees in.“You are competing for employees’ attention so create an identity that will stand out,” says Macdonald. When building a brand for L&D, make sure you tie it together across all channels, including digital and face to face “We are still doing handouts, invitations and joining instructions. The brand helps you stand out,” she says.And think about the brand’s colour. The trick is to create an internal identity that helps you stand out so you’re not competing with the corporate brand. So make sure you use a different colour to your company’s brand colours. Macdonald’s advice is to draft in outside help.“I hired an agency to create the brand, logo, slide templates. For £5,000 it was a super-cheap investment to get the brand created. You need to think like an agency. Would people pay for this and rehire again after using you?”Create content based on need“It’s all very well having a lovely, sexy brand, but you also need lovely, sexy content,” says Macdonald, who confesses that she has spent a lot of money on e-learning solutions that haven’t worked. “You need to find ways to create content really quickly. People don’t mind watching video shot on an iPhone – they are used to consuming content on Instagram. It does not need to be really highly polished content.”Macdonald gave an example of how she repurposed content as a part of the onboarding process at L’Oreal. She had noticed that new starters would print off PDFs that they had been given as a part of the onboarding process and carry those around with them, taking them to meetings and using them to make notes. So she decided to make a magazine as a part of their day-one experience.To keep the content fresh she did a small print run every six months. “Once you have the design it is not expensive to create the magazine – around £6 per copy,” she says. L’Oreal also created a manager edition for the managers of the new starters. The magazines would guide new employees and their managers through their first six weeks.However L&D teams choose to engage employees around learning, the key is to remain in tune with what the business needs. As the CIPD’s head of L&D content, Andy Lancaster, told delegates: “We’ve got to get outside of the L&D ghetto and get into the wider conversations in the business.” Previous Article Next Article No comments yet. Leave a Reply Click here to cancel reply.Comment Name (required) Email (will not be published) (required) Website Related posts:No related photos.
Full Name* After plans for a big portfolio sale and refinancing last year fell apart, All Year’s financial and legal troubles began to escalate at the end of November when the developer missed an interest payment on bonds listed in Israel and delayed its quarterly financial reporting.Biran was brought on as CRO in December, and the company’s four bond series have been delisted from the Tel Aviv Stock Exchange. Several groups of investors — including Criterion Real Estate Capital and Downtown Capital Partners; Madison Capital and Meadow Partners; Dabby Investments; and Churchill Real Estate and Graph Group — have submitted restructuring offers for the company in the past two months.“The Denizen constitutes one of All Year’s most valuable assets and is central to All Year’s ongoing restructuring discussions,” Biran wrote in court filings, also noting that “because the Denizen’s value is derived from its rich amenities,” it was disproportionately affected by Covid shutdowns of shared spaces.The Mack loan covers phase two of the Denizen, at 123 Melrose Street. A $170 million senior loan on the property provided by JPMorgan Chase is also in default. Phase one of the 900-unit complex, at 54 Noll Street, is the collateral for All Year’s Series E bonds.All Year is not seeking any first-day relief in bankruptcy court. Biran says the firm intends to continue discussions with stakeholders and bring the court a restructuring solution that maximizes value for all parties with an interest in the Denizen.In Tel Aviv Stock Exchange filing Sunday, All Year disclosed that Biran intended to “end his tenure” as CRO. An exit date had not been set.Contact Kevin Sun all year managementbankruptcybushwickforeclosureMack Real Estate Tags Share via Shortlink Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink The bankruptcy filing was made to protect the value of the Denizen. (The Denizen) Three weeks ago, Yoel Goldman’s All Year Management sued Mack Real Estate to stave off the foreclosure of $65 million in mezzanine debt. The move bought the developer time to protect his Denizen Bushwick rental complex — but time ran out.Yesterday, a day before the rescheduled UCC sale, All Year’s debtor LLC filed for Chapter 11 bankruptcy protection.All Year and Mack had talked over the past few weeks about “potential sale structures with respect to the Denizen” but failed to agree on a solution, All Year chief restructuring officer Joel Biran wrote in a Southern District court filing.ADVERTISEMENTHence the LLC’s bankruptcy filing, which was made “on an emergency basis to protect the value of its property.”Including principal, interest, and a forbearance fee, All Year’s outstanding debt on the mezzanine loan exceeds $73 million, according to the filing. All Year did not respond to a request for comment.Read moreAll Year files last-minute lawsuit to block Bushwick mezz foreclosureDrug smuggler pardoned by Trump sued by All Year over high-interest loansDavid Werner sues All Year over scrapped $344M portfolio deal Email Address* Message*