EVENT REPORT - Leading The Way

In today’s knowledge-based corporate scenario, the call for organisational greatness is greater than ever before. And the role of a good leader has become of prime importance. Career News found several more learnings were derived at a recently held HR events.

Aleadership crisis looms. Trust in leaders has tanked, new business challenges have sprout up virtually overnight and experienced leaders are in short supply. Moreover, there’s a pitched battle for employee talent. Today’s management leaders must be able to see their team members as "whole people" - body, heart, mind and spirit - and manage and lead accordingly.
Franklin Covey South Asia in association with Ascent online presented their training programme - "Leadership Summit Series 2011" at J.W. Marriot Hotel in Mumbai recently. The programme was led by Michael Simpson, global director, FranklinCovey and Columbia University's Executive Coaching Program along with Rajan Kaicker, executive chairman & MD, FranklinCovey India & South Asia. More than just a training event,
Leadership: Great Leaders, Great Teams, Great Results
(a part of the Leadership Summit Series) helped leaders discover ways to inspire trust and build credibility with their people, define a clear and compelling purpose, create and align systems of success and unleash the talents and energy of a winning team. The programme took a process-oriented approach to developing great leaders who learned how to:

• define their team’s purpose and their "job to be done".

• create a strategic link between the work of the team and goals of the organisation.

• connect the work of the team to the organisation’s economic model. Kaicker said, "There is a huge talent crunch in the market today. Organisations that want to retain their best and brightest must have leaders who understand the radically new paradigm from which the knowledge worker operates." Simpson said, "India has become a hugely important force in the global economic environment. This programme addressed the core need for businesses today - effective leadership, as participants gained the ability to inspire trust, as well as the knowledge to identify and address the chronic problems that undermine success."

courtesy : ascent

The Game of Learning - Corporate Mangement

The importance of learning and knowledge development for employees in any organization is paramount. ‘The Chief Learning Officers Summit India Powered by Ascent’ was held recently in Mumbai. The summit catalyzed the creation and effective dissemination of next practices across corporates, institutions, NGOs, government bodies and practitioners through effective interaction, debate and research. Career News bringing the updates up from the conference.

The two-day summit witnessed the participation of corporate learning executives, professional trainers, HR professionals and academicians. The theme ‘Organizational Learning: Impacting Business. Changing the Game’ reflected the ambitious and important objective at hand for the learning and development function and professionals in order to make a meaningful contribution to the organization.
Some of the eminent speakers present were Prabhat Pani, CEO, Ginger Hotels - Taj, Vikram Bector, chief learning officer, Deloitte, Prithvi Shergill, head HR, Accenture and many others. Kumaar Bagrodia, executive coach and founder, LeapVault in his welcome speech said, “It is the chief learning officer who holds the key to the future of organisational capability. Every major company in the US has a strong focus on learning and development. In India, that’s not the case.” Said Dr. A K Balyan, MD & CEO, Petronet Lng, “Modern organisations use their resources, money and time to continuously impact the learning of their employees. Some of the drivers for organisational learning are complexity, chaos and change.” He also said that with technology and best work practices available to everyone, organisations must focus on knowledge management and try and link knowledge with the performance.

A few learning derived:
1) The emerging differentiation between “HR” processes and the specialised role that the CLO needs to play given the evident needs for organisational development, training, re skilling and management capability development should be gauged.
2) CLOs need to think like business managers and create business impact by understanding the business issues and what is needed to address them.
3) The larger skilling agenda should be executed for India and not just for individual organizations.

courtesy : ascent