March 2014

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Written by Elizabeth Eyre on 1 March 2014 in Magazine

Welcome to this edition of TJ – I hope you will find something practical and useful to take from it.

The TJ Awards for 2014 are now open for entries and I hope you will take the opportunity to submit a programme in which you’ve been involved – the benefits of reflecting on, and evaluating, your chosen programme are numerous, not to mention the incredible boost that being nominated for, or winning, a category provides for you, your team and L&D within your organisation. TJ’s director of research Debbie Carter explains how to do so on p8.

You can see an example of an award-winning L&D programme on p10 – the Spirit Pub Company’s L&D and talent management portal has had a positive effect on employees since its launch in 2012, and has also scooped a number of accolades.

There is another practical, employers’ perspective of the benefits of learning on p15, when businessman Michael Lewis explains why he encourages his employees to take up part-time study, and why he thinks others should do the same. The benefits for all involved can be realised with some flexibility, dedication and creativity on both sides, and Lewis has some useful tips for both employee and employer.

Change and communication are two of our main themes this month. On p18, James K Flanagan sets out what he believes makes a successful change manager – including the necessity for him to have undergone internal change himself before trying to run a change programme for other people – while, on p27, Naysan Firoozmand points out that resistance is a natural human reaction to change and one to be expected by any change manager; he has some practical advice on how to deal with it. And on p59, Mandy Bennett argues that the role of organisational development is about more than simply getting people on board with change – it is about supporting leaders in adopting a more sophisticated approach to change that will increase its chances of long-term success in an organisation.

And in our cover article this month, Jane Sparrow explains how L&D can help organisations successfully change their cultures for the better.

On the subject of communication, we have two articles for you that address the two ends of the spectrum: communicating effectively (Clare Timothy explains how to achieve professional success with effective communication on p33) and failing to communicate (Paul Tuck describes the effects of poor communication, and sets out the actions L&D can take to minimise its effects, on p43).

 There are a lot more practical insights, advice and examples of best practice in the rest of the magazine. On p37, Tom Kenny outlines a new approach to performance management while, on p54, Steve Mills reveals a new learning model that he has developed. Jennifer Habig and Florence Plessier offer some best practice examples of evaluating executive coaching on p64, while Libby Drake has some solutions to “broken training” on p49.

Happy reading!

Elizabeth Eyre, Editor



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