Executive MBAs are fast-becoming the development programme of choice for senior leaders who want to move even further up the ladder. HRM Asia takes a closer look at the added value these degrees provide through their keen focus on group learning
In today’s rapidly changing and networked world, a strong culture helps to further develop an organisation’s workforce. This does require a shift in mindset though, as guest contributors Wendy Murphy and Kathy Kram advise. They say mentoring needs to become a part of everyday interactions.
Fast food giant McDonald’s belief in fast-tracking careers has seen it sponsor two different tertiary programmes designed specifically for staff to acquire business knowledge while juggling the demands of work in the hospitality industry.
The traditional Masters of Business Administration is still the benchmark academic programme that employers of leadership talent expect. But along with the real world project management experience, communication skills are fast becoming required learning. HRM Asia looks at how programmes are tweaking their content towards the softer skills in business.
When it comes to education and training, no title has been more articulated over the past two years in Singapore than “SkillsFuture”. While the basic premise of SkillsFuture is about building skills, the technicalities behind it can appear more elusive. In this special report, HRM Asia charts the progress of SkillsFuture and its relevance for HR.
With a tagline as “the bank for a changing world”, BNP Paribas has proven that it means business with the introduction of a leadership training programme aimed at developing the ever-burgeoning Asian market into a stronghold. HRM Asia finds out more.
A wide range of government funding schemes and courses are designed to encourage small to medium enterprises to train and upgrade the skills of their Singaporean and Permanent Resident workers. HRM shares the latest resources available
You may have that one manager who constantly spouts ideas and methods of execution. Their creativity in finding solution-oriented actions is often impressive, and it is not always easy to keep pace with all of their ideas. Although their initiative is great, there comes a point when this hyper-creativity becomes counter-productive. Limited financial and/or human resources can hinder timely execution, and there is also a tendency for idea generators to adapt their ideas along the way.
Cutting off these ‘idea machine’ managers would stop them being creative. However, without focus, they will drown your team in hundreds of unfinished projects.
Try this three step solution:
Firstly, welcome these ideas by giving your manager time and space to brainstorm on a consistent basis. It is important to provide a space where the ‘idea machine’ feels they are being listened to. After hearing them out, explain what you need and come to an agreement on a few ideas to proceed with. Then, consult your execution team on the feasibility. This way, there is ownership at all three levels.
Secondly, keep an ideas list from the brainstorming meetings. This way, potential projects will always be on hand, which creates a cycle of ongoing activity, keeping the workplace energy revving away.
Finally, focus the attention on a maximum of three projects at a time. That way, everyone involved is re-energised by the successfully completed project and will be ready to repeat the cycle.