Elearning! Magazine: Building Smarter Companies via Learning & Workplace Technologies.
Trendlines Innovation Drives Productivity
Three years of global economic stress have pushed organi- zations to maximize employee productivity and to make strategic decisions on cutting spending in a way that does not compromise future growth as budgets tighten. The ESI Learning Trends survey results validate that innovation
and flexibility in learning content and delivery, when combined with a results-oriented approach, are critical to learning success in 2011-2012. Training programs must evolve and adapt accord- ingly in order to stay targeted, relevant, measurable, and engage the learner in non-traditional ways. At the same time, they must instill learners with a set of critical thinking and leadership skills necessary to move the entire organization forward. The Learning Trends Report was conducted among industry professionals from the commercial and govern- ment sectors, worldwide. —To download the full 2011 ESI Learning Trends Report,
please visit: www.esi-intl.com/en/Resources/Industry- Reports/Viewpoints.aspx.
Doing Enough to Manage IT Risks?
Despite businesses' overwhelming reliance on technology and a continuing increase in information security breaches, a majority of companies still don't place enough emphasis on understanding and addressing their IT risks, according to a new survey from Protiviti, a global consulting firm. The survey reveals that many organizations, including one in four with revenues up to $1 billion, are not conducting any
E.P.M., Culture Boost Employee Performance
A recent Aberdeen Group research project showed that organizations are investing in employee performance management (E.P.M.) initiatives in order to create high- performance cultures, align compensation with perform- ance, and increase visibility and accountability for employee performance. It's true that 90 percent of all organizations surveyed have a formal employee performance management initia- tive and 88 percent of them have a formal process to manage employee performance. But Best-in-Class (BIC) organizations define their E.P.M. meth- ods and metrics much better than less- er-performing companies.
Analysis showed that incorporating goals into the review process is a clear differentiator for Best-in-Class (BIC) organizations. The study also showed that implementing success- ful E.P.M. initiatives has a great impact on customer satisfaction — a key factor for the financial suc- cess of the organization. BIC organizations realized the fol- lowing gains: >> increased manager satisfaction 31% >> increased employee engagement 30% >> 84% of workforce met or exceeded performance expectations
BY THE NUMBERS Best-in-Class organizations…
92% 90% 89%
kind of IT risk assessment. In addition, 42 percent of organ- izations ackznowledge there are specific parts of their IT audit plans that they cannot address sufficiently due to a lack of resources and expertise. Other key findings include: >> Only 13 percent of companies in the $100 million-$1 billion revenue category, and 17 percent under $100 million, use outside auditors to help with IT audits.
>> Nearly 70 percent of North American companies and nearly 80 percent of EMEA/APAC companies have not completed an evaluation and assessment of their IT governance process.
>> A majority of companies at the $1 billion-$5 billion level and those at greater than $5 billion are ensuring their IT audit staff members obtain more than 40 hours of training per year.
—Access the complete survey: www.protiviti.com/ITauditsurvey
87% 85%
82% 82% 81% 80% 80%
76% 71% 69% 69%
59%
have a process to hold employees accountable for their own goal attainment progress maintain a repository that contains data for all performance reviews make managers involve employees in the goals-definition process and discuss progress on development or raise per- formance concerns on a regular basis have an automated EPM system in place document all significant performance events, both positive and negative have a process that holds managers accountable for defining goals and expectations have adopted a performance management approach that is standardized company-wide provide their managers self-service tools that allow them to access individual performance data formally review the results and the impact of the EPM process on the organization assess the success of their EPM initiatives against the intend- ed impact at least once annually identify competency data for each employee allow employees real-time access to performance data evaluate employee performance against specific metrics allow employees self-service access to their performance data integrate individual performance with a corporate perform- ance management tool (such as a Balanced Scorecard)
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