TM - October 2007 - (Page 55) evaluation around how much impact each of those courses is having. We have a mix of instructor-led and Web-based classes and a blended approach. We’ve also studied the impact across all of these delivery modes for some of our major leadership programs. I’ve been here for three and a half years, and since I’ve been here, we’ve pushed some more courses into the mandated space. We have one program that we’re pushing out to everyone we did last year for all people leaders at the higher bands, which was inspiring employee engagement, and this year, it’s authentic leadership, which is a follow-up for the lower band, they are all people leaders. How is performance management linked to the strategic objectives of your organization? direct reports show higher levels of motivation, engagement and productivity. We have shown with five or six studies that the leadership behaviors that we drive through authentic leadership increase productivity, as well as engagement and motivation, of direct reports. When direct reports increase their productivity and motivation, that influences the bottom line. We’ve shown that linkage, as well. Through leadership, we inspire employee engagement, and through inspiring engagement, we influence the bottom line. We have data to show these linkages. TM: TM: Leone: What challenges affect talent management in your organization? It’s obviously to drive business through our employees. If the employees are more engaged, they are more productive, and we’ve done studies where we’ve linked employee engagement to productivity. Last year, we measured a course called Leadership Inspiring Employee Engagement, and what we found was that if there was behavior change and improvement in leadership in specific leaders, then their particular Leone: Probably the biggest challenge is sustainability — we show through some ROI research that we get a great return, but obviously, the biggest challenge with any training is having it be sustained for a long period of time. Another one is presenting ROI-type figures when you’re talking about leadership behavior change. I’d say 90 percent to 95 percent of companies don’t measure ROI because it’s just too elusive, but we’ve overcome some of those challenges by putting in place a rigorous evaluation strategy. We’re really concerned about how behavior change links to talent management magazine www.TalentMgt.com 55 October 2007 http://www.TalentMgt.com
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