In the News (Safety Leadership case study) – Pike River Mine Tragedy

A good case study re-enforcing the need for ‘Safety Leadership’/’Culture of Safety’ (from top to bottom) within an organisation…

Pike River mine warning: ‘She’s going to blow’

By: Neil Reid – Stuff.co.nz (Fairfax NZ News) – 22/04/2012

Stuart Mudge dreamed of learning the art of mining on the Pike River coalface.

But it was a passion which ultimately claimed the life of the 31-year-old resident of Runanga, a township 10km northwest from Greymouth.

And as a Royal Commission of Inquiry investigates the cause of the tragedy – as well as a raft of issues relating to the mine’s safety procedures, design and the actions of former management Continue reading

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Case Study – Creating a Managerial Development Program to Help Move Your Company Forward – Vistaprint

Creating a Managerial Development Program to Help Move Your Company Forward

By: Jennifer Remis, Training Industry.com, August 26, 2011
How can successful managers help move your company forward? Founded in 2000, Vistaprint is a leading online supplier of customized printed products and marketing tools. In recent years, the company has experienced rapid growth and major increase in business volume. In response to the sweeping change in business volume over the past decade, promotions were given to strong individual contributors. These promotions yielded positive results in some cases, but not in all.  Employee engagement surveys, from fiscal year 2006-2008, revealed a lack of confidence in these immediate managers. The company quickly realized it needed to shift focus onto its managers in an effort to sustain the rapid level of growth it was experiencing while also growing and developing future leaders for the organization. The Global Executive Team met and discussed what route Vistaprint could take in order to address the prevalent management issues at hand. Continue reading

Video Link – HC Mag – Developing High Performers

An interesting video on developing high performers featuring a variety of key HR people in organisations such as Oracle, Frucor, and Millward Brown.

Sam

Aiming for the top: Developing High Performers

Identifying and developing high performers is one of the primary ways businesses today can gain competitive advantage. Not only does the business benefit, it also serves to engage and further develop employees. So what are the top companies doing? Edweena Stratton, senior director of HR at Oracle, says her company has implemented fast-track programs for those identified as being key talent. Dean Sappey, HR director – Australia at Frucor, has concentrated on the key drivers for these people, through a range of motivational and psychometric tools. Frucor has also invested heavily on development opportunities for their high performers. Cindy Grass, HR director at Millward Brown, says that high performers not only want to be rewarded appropriately, but also be heard and listened to. Meanwhile, IT best employer McAfee’s HR director, John Francois, comments on the development opportunities available for their high performers – not only in terms of leadership, but also in resolving issues.

Click here for a link to the video

From me – Procedural Safety Training…is it putting the cart before the horse?

At Chifley we really only focus on programs/qualifications that
sit inside the business and/or leadership space. The one exception is our
Safety Leadership program, which is a short course designed to ensure everyone
within an organisation develops a positive, committed, active attitude towards
safety…i.e. developing a ‘culture of safety’.

I write this not to ‘plug’ our Safety Leadership program but
simply because in delivering the program it’s become increasingly obvious that
often/traditionally the approach to safety training has been far more
procedural in it’s nature – e.g. ‘don’t leave your gym bag in a place where
someone can trip over it’ (to use a bit of a basic example).

This is fine within itself but, if the people receiving the
training don’t take safety seriously, then they’re unlikely to put the training
into practice (especially if there’s no follow up). Continue reading

Case study – From Toys to Talent – Hasbro

An interesting article on a company using a well thought out L&D strategy to address organisational leadership requirements/development, one of the key outcomes being a staff retention rate of around 90% – SR…

From Toys to Talent

By Alicia Korney –  Chief Learning Officer Magazine – 8/25/11

As Hasbro shifted from toy manufacturer to global brand powerhouse, the company transformed its leadership development to bolster the talent pipeline and promote innovative thinking. Continue reading