How to prepare a training program

In this article, we assume that we have completed the training needs analysis. Now, it’s time for the next step, which is preparing the training program. Where to start?

dr Małgorzata Mitoraj-Jaroszek

The transfer of knowledge and skills from the training room to the workplace is the Achilles’ heel of development programs.

The expectation that one training session will translate into improved business metrics is like assuming that a successful wedding ceremony guarantees a successful marriage. This metaphor by Professor Brinkerhoff aptly illustrates the challenges associated with transfer.

dr Małgorzata Mitoraj-Jaroszek

The transfer of knowledge and skills from the training room to the workplace is the Achilles’ heel of development programs.

The expectation that one training session will translate into improved business metrics is like assuming that a successful wedding ceremony guarantees a successful marriage. This metaphor by Professor Brinkerhoff aptly illustrates the challenges associated with transfer.

dr Małgorzata Mitoraj-Jaroszek

Onboarding in an Organization

Onboarding can be described as the process through which employees become familiar with their duties and responsibilities, organizational culture, and establish relationships with others. What should be included in the process of introducing a new employee to the organization? Why is this so important today? How should tasks be divided in this process? This article answers these questions.

Competency Model as the Foundation of Talent Management

Competency Model as the Foundation of Talent Management

William J. Rothwell, Ph.D., SPHR, Honorary CPLP Member

A competency model serves as the foundation of talent management. But what exactly is a competency model and how does it differ from a job description? Why is a competency model the basis for recruitment, selection, assessment, development, promotion, and talent retention? This brief article answers these questions.

Board Involvement in Talent Management Processes

Board Engagement in Talent Management Processes

I often hear complaints from HR experts that the board or senior managers are not engaging in talent management programs.

And available research confirms this opinion. In this article, I present five tips for building and maintaining engagement.

Training for internal trainers – why is it worth it?

In many organizations, specialists and experts lead internal training for employees, sharing their knowledge and skills. It’s a great idea to engage experienced individuals in this way. However, can a good specialist effectively conduct valuable training?

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dr Małgorzata Mitoraj-Jaroszek

The role of performance management in talent programs

Performance management has more than one meaning. For some, it means the annual performance appraisal of employees; for others, it’s the process of planning, monitoring, and evaluating annual results; and for yet others, it’s an advanced feedback system that provides real-time feedback to employees directly from customers or those serviced by the employees, regarding how well they meet customer needs. How does this relate to talent management?

Do managers bear responsibility for talent management?

Most talent management programs end in failure. In previous articles, I discussed two common reasons: firstly, the lack of clearly defined, measurable program goals accepted by all major stakeholders in the organization; secondly, the lack of clearly defined roles for all key individuals in the organization. There is also a third reason why talent management programs fail: the lack of clear accountability for managers in assisting in achieving goals and failing to fulfill their roles in this process.

Adjusting strategic plans and talent management actions to future organizational competencies.

The majority of talent management programs end in failure. In previous articles, I discussed two common reasons: firstly, the lack of clearly defined, measurable program goals accepted by all key stakeholders in the organization; secondly, the lack of clearly defined roles for all key individuals in the organization. There is also a third reason that causes talent management programs to fail: the lack of clear accountability of managers to assist in achieving goals and the failure to fulfill their roles in this process.

Business Coach’s Reflections

During coaching sessions, managers often admit that they avoid delegating tasks because they believe it takes too much time and effort, especially since they anticipate having to redo the tasks themselves eventually.

dr Małgorzata Mitoraj-Jaroszek

Program objectives in talent management

As a talent management consultant in many organizations, I often encounter the challenge of explaining the goals of this program. Simply put, a goal is the desired outcome of a talent management program. My research shows that there are up to 22 possible goals that can be achieved through talent management programs. Unfortunately, organizations cannot achieve all 22 results to the same extent. Therefore, setting priorities is necessary.

Division of roles in talent management within the organization.

About 70% of talent management programs fail within the first three years. There are common reasons why these programs fail. One reason is the lack of clear program goals, another reason is the lack of clear roles, and a third reason is the lack of a clear approach to evaluating results. This article focuses on the lack of clear roles. What are roles? Why are they important? Who should perform certain tasks in talent management programs? How are roles significant in talent management? The article addresses these important questions.

From the HR world

The ROI Methodology in HR Projects, i.e., evaluating effectiveness according to Dr. Jack Phillips’ approach.

dr Małgorzata Mitoraj-Jaroszek

ROI Trainer Academy

Setting business and training goals as the key to running the entire development project.

dr Małgorzata Mitoraj-Jaroszek

Public Presentation

How to prepare a good speech and gradually work on becoming a better speaker?

dr Małgorzata Mitoraj-Jaroszek

Team Management – Managerial Competencies

Managerial onboarding as a way to develop basic managerial competences.

dr Małgorzata Mitoraj-Jaroszek

ROI Methodology in HR Projects

ROI methodology in HR projects, i.e. efficiency assessment according to the approach of dr. Jack Phillips.

dr Małgorzata Mitoraj-Jaroszek