Friday, April 17, 2015

Free Business Coaching for Lightworker Entrepreneurs

Visionary TrainingIf you’re interested in starting and growing a lightworker-style business where you get paid to create positive ripples in the world, here are some free resources from top business coach Ryan Eliason to get you off to a strong start.

First, Ryan’s new ebook The 10 Best Ways To Get Paid for Changing The World is now available for free. Go download it here:

The 10 Best Ways To Get Paid for Changing The World
How To Make A Lucrative Career Out of Profound Service

Second, Ryan released a new Mind Map today to help you improve your business strategy, so you can focus on the right things while letting go of the time wasters. A Mind Map is a single image that shows you how to intelligently connect the dots between different parts of your business. You can download this new Mind Map here:

Client Attraction and Enrollment Mind Map

Third, Ryan’s free webinar training program for lightworker entrepreneurs starts tomorrow, Feb 11th. This includes 10+ hours of free lessons spread out over a couple of weeks. There are specific case studies and examples to show you just how to succeed on this path. Go through the lessons at your leisure. You can sign up for the free training here:

The 2014 Visionary Entrepreneur Empowerment Training

For further details on the free training program, see my previous post about it.

Ryan runs a successful lightworker business. He’s an entrepreneur who makes great money teaching people how to use business as a vehicle for changing the world. He’s been on this path for 20+ years and has an amazing track record of helping people design and launch successful lightworker businesses that actually make money.

To promote his work widely, he gives away a ton of value for free, including a significant portion of his more in-depth training programs. I’ve told him during a previous phone call that given the value of what he provides, I think he actually gives away too much for free and that he should slide more of the free content into his paid program. He noted that he likes giving away more in his free programs than most people do in their paid programs. This approach clearly works for him. Last I checked, he already had 32,000 people signed up for this free training. It’s probably closer to 50,000 by now.

The benefit to you is that you’re going to get a ridiculously generous amount of value just from his free resources. If you want to go beyond that and sign up for his paid coaching afterwards, that’s entirely up to you. That’s why you need to enter your email address to access his free resources. It gives him the opportunity to send you the details on the free webinars as they’re made available… and to encourage you to sign up for the paid program afterwards. I suggest you scoop up all the free info you can, evaluate how helpful it is to you, and then decide if you want to go further with it.

Or you can go work for some corporation doing soulless work for the rest of your life, making other people rich. ;)


Steve Recommends
Here are my recommendations for products and services I've reviewed that can improve your results. This is a short list since it only includes my top picks.

Feng Shui Fest (Free) - Alter your space to increase flow and peace
Site Build It! - Use SBI to start your own money-making website
Getting Rich with Ebooks - Earn passive income from ebooks
Lefkoe Method - Permanently eliminate a limiting belief in 20 minutes
PhotoReading - Read books 3 times faster
Paraliminals - Condition your mind for positive thinking and success
The Journal - Record your life lessons in a secure private journal
Sedona Method (FREE audios) - Release your blocks in a few minutes
Life on Purpose - A step-by-step process to discover your life purpose

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Two Paths for Small Business Success

On my path as an entrepreneur, I realized there were basically two paths that would lead me to some level of business success.

Path #1 was to get really good at marketing and selling. If I could become an expert at persuading people to buy, I could earn plenty of income that way. This path would involve things like copywriting, conversion rates, and search engine optimization. I might not create a lot of products, but maybe I’d only need a few, and then I could learn to market and sell the heck out of them. Lots of Internet marketers use this strategy. Sometimes their material is pretty generic, weak, or even inaccurate, but they know how to sell, sell, sell.

Path #2 was to get really good at creating. If I could become a prolific creator of value, I could afford to be very generous. I could give away copious amounts of free content and let word of mouth do the rest. This would create an interesting relationship with my audience too. My focus would be more on supporting others rather than selling them. If I excelled at this, I wouldn’t need to sell much at all. I could attract a sizeable audience and only need to sell a little here and there. Even a really poor conversion rate could still produce enough income to cover my costs, so I could afford to be very selective and only sell in ways that felt good to me. I wouldn’t have to push people to buy.

Of course it’s possible to do both simultaneously, and many larger companies do, but I felt I’d be better off if I focused primarily on one side or the other. I think that was a wise decision in retrospect.

I chose to focus on path #2 for StevePavlina.com.

I like this path because it generates a lot of support. I like the relationship it creates with the community around me. I get to treat my readers like real human beings, not as prospects or leads.

Instead of focusing on things like SEO or sales skills, I focused on creating lots of quality content. I worked on getting better at helping people. I listened to people to see where they needed help. I didn’t do formal market research. I just applied some curiosity and empathy. I did my best to share my own path of growth and to connect with people. I’ve really enjoyed this path. I like focusing on the creative and community side of my business much more than the financial side.

Most of the people who follow my website don’t pay me a dime — ever — and I’m perfectly okay with that. They still often provide me with other forms of value, such as encouraging feedback, referrals from friends and family, interesting opportunities and invitations, and hugs and smiles in person.

There are many people on path #1 who make a lot more money than I do, with significantly less web traffic. However, they often have a harder time feeling happy and fulfilled on their paths. I think that’s because of the relationships they create with the people they serve — path #1 is more competitive while path #2 is more cooperative.

I often find that successful path #1 people don’t necessarily enjoy their work that much. I’m not saying they hate it, but they frequently have to discipline themselves a lot to get their work done. Then they use the results of their work — namely money — to try to create more happiness, like enjoying nice vacations and acquiring possessions. If they succeed financially, they can spend money to purchase the experiences they desire. Many of them also find some aspects of earning money to be pretty exciting too.

Money is only one way to hold wealth though. Social goodwill is another.

Often when I travel, it begins with an invitation to speak at someone’s event. I usually do that for free. They cover my airfare and give me a place to stay for a while, ranging anywhere from a few days up to a week. At the event I share stories and lessons. I don’t sell anything. I focus on connecting with the people there and encouraging them on their journeys. When I’m not on stage, I like to go around talking to people. I ask them about their challenges. I listen. I share lots of hugs. Sometimes we joke around. I reconnect with some people I’ve met before, perhaps in another city at a different event a few years ago.

After the event I often get some invitations. Let me show you around the city later. Come speak at this other event a few months from now. I’d love to get to know you better and share some cuddle time with you. These invites rarely involve financial transactions. Instead they involve positive exchanges of friendship, support, and fun.

Is it so terrible to run a business in such a way that it makes less money but creates much more happiness, fulfillment, and fun?

Because I receive so much value from my work directly, I already have the kind of life that many people think they need money to purchase. Making a huge sum of money doesn’t inspire me. I already have my expenses covered, and I already feel fulfilled. Now I’m more interested in how I can go even deeper on the fulfillment side, as opposed to racking up more income.

I’ve met a lot of people on path #1, and they’re often stressed or depressed. I usually don’t like the energy in the room when I speak to groups of such people. It’s a cold, calculating energy. People’s hearts feel mostly closed. I usually speak to them about following the path with a heart in business. To many of them, what I have to share falls on deaf ears. They can’t see how it will contribute to their bottom line. But then one or two people will sneak up to me afterwards, checking to make sure no one else is looking, and they’ll tell me how much my talk meant to them and how it validated their own feelings. These are the path #2 people stuck in the path #1 world. I know from experience that they’ll be so much happier if they shift their priorities.

After a very successful path #1 person gives a speech, they have people rushing to the back of the room, pulling out their wallets to put down hundreds of dollars on the exciting “time limited offer” they just pitched. After I give a talk, people often come up to me and give me very warm hugs. Their wallets stay in their pockets and purses.

I know that some people would rather have the results of path #1. That’s fine. If that’s what you desire, go for it. You have my full support.

I prefer the hugs. I love to enjoy the abundant warmth of real human connection in my life. It’s very empowering and inspiring to me, more than any amount of financial compensation could provide. Having lots of loving support flowing through my life is what makes me want to get out of bed early each day and dive into my work. I love to create and share. I love giving form and expression to ideas. I love to encourage and uplift people, whether they pay me or not. I love that my business can help people who can’t afford to buy anything – people that other businesses ignore and disenfranchise. Those same people, however, can still provide a really nice hug, or a fun invitation to connect, or some information that might be helpful to me. Or they can pay it forward and help create more transformation elsewhere in the world, which I also see as a major reward of doing business this way.

Money is the primary fuel for a path #1 business. Love is the primary fuel for a path #2 business.

Money is taxed. Love isn’t. When I receive a hug, I get to keep 100% of it. I don’t have to give some percentage of it away. That would be pretty funny if there was a love tax. Imagine if you received 1000 hugs this year, and you had file a hug return and remit 200 hugs to the IRS. To pay your tax bill, you’d go to their nearest office and hug 200 agents. That wouldn’t be such a bad way to pay your taxes, would it? Imagine how fun it would be to work at the IRS if every day, thousands of people showed up for a hugfest. :)

When you generate a lot of love income, you don’t need as much money. By being generous with others, you can attract a lot of generosity in return.

When I was in L.A. last weekend, I hosted a small meet-up at Cafe Gratitude in Venice. We all greeted each other with hugs and shared some lively and playful conversation together. At the end of the meal, as I was pulling out my wallet to pay for my food, one of the attendees stopped me and said, “Steve, let me pay for your meal.” He also gave me a nice gift afterwards. Then most of us went for a long walk down the beach together, having some great conversations about our personal growth journeys. This kind of flow happens a lot in my life. Technically, some of the people at the meet-up were customers of my business; they had paid money to attend previous workshops of mine. But to me they’re just friends. It would feel weird to label them as clients or customers.

In my experience, path #1 will often do a better job of earning more money. In that world, persuading people to buy does actually work. But I find that path #2 does a better job of creating a flow of positive feelings, support, happiness, and fulfillment. It makes me feel like I’m part of a community that really cares about my success (both personally and professionally) and wants me to succeed. I don’t feel like we’re on opposite sides of the fence, with one person being inside the company and the other person being the outside customer. My business doesn’t have a wall between the inside and the outside. All are welcome to participate with me on this journey, whether they have money to spend or not.

Actually I wouldn’t say that’s quite accurate. Whereas a path #1 business will repel people who can’t buy, a path #2 business, to some degree, may repel people who can’t love. For instance, if someone thinks they’re entitled to personally interact with me in a harsh or overly critical way, I may avoid dealing with them. So whereas a path #1 business may ignore people with no money to spend, a path #2 business may ignore people with no willingness to share love.

In my business there are no sharp divisions between friends and customers. Those labels don’t describe our true relationship. What we really seem to be for each other is fellow explorers on a shared journey of conscious growth. We’re all at different stages on our journeys. Some are very far along their paths. Others are just starting out. What we all share is that passion for wanting to improve our lives, to align ourselves with the flow of inspiration, and to encourage the heck out of each other. We want to live lives that are beautiful to us. And we all need to lean on each other for support now and then.

A path #1 person could easily point out all the things I’m doing wrong in my business, and from a path #1 perspective, I’d have to concede failure in that sense. I’m definitely not earning as much money as I could be. There are many obvious optimizations I’ve failed to make.

But from a path #2 perspective, my business is an unequivocal success. It inspires and encourages people around the world every hour of every day. It keeps me feeling motivated, happy, and fulfilled. It enables me to enjoy a lifestyle that I love. It creates a flow of connections with truly beautiful people. It has even saved some lives. And it still successfully covers expenses and meets my material needs with grace and ease. It may not meet someone else’s definition of success, but it surely satisfies mine.

Of course there are other paths and combinations of paths you could explore as well. I’m simplifying the ideas here to encourage you to consider which type of path inspires you.

Where is your path with a heart in the world of business? Which type of business would you prefer if you were the customer? What sort of abundance would you like to create?

Allow yourself to be a rule-breaker now and then. Don’t feel you have to do what everyone else is doing. Roughly 80% of employees don’t even like their jobs. Why would you want to join them? Learn to start trusting your intuition, even if you can’t logically see how things will work out. Give your own path a chance to prove its merit.


Steve Recommends
Here are my recommendations for products and services I've reviewed that can improve your results. This is a short list since it only includes my top picks.

Site Build It! - Use SBI to start your own money-making website
Getting Rich with Ebooks - Earn passive income from ebooks
Lefkoe Method - Permanently eliminate a limiting belief in 20 minutes
PhotoReading - Read books 3 times faster
Paraliminals - Condition your mind for positive thinking and success
The Journal - Record your life lessons in a secure private journal
Sedona Method (FREE audios) - Release your blocks in a few minutes
Life on Purpose - A step-by-step process to discover your life purpose

If you've found Steve's work helpful, please donate to show your support.
Get Steve's Free Newsletter to stay in touch and receive the newest updates


View the original article here

Learning and Talent Manager

Learning and Talent Manager City of London

A multi-international specialist Financial Services business is looking for an L&D and Talent Manager to join the team. The new hire will work alongside the new Head of Learning and Talent to design and implement talent initiatives.


The focus of the role is on development, retention and talent management. There is excellent buy in from the wider HR team and senior stakeholder group, therefore the L&D Manager will be innovative and creative.


Responsibilities




Design and implement talent initiatives in line with the firm wide talent strateg to drive high performance



Support firm wide performance management processes including performance appraisals, 360 degree feedback, succession planning and promotion



Engage and partner with the HR Business Partner's to help identify and meet specific functional development needs and consult with the business as appropriate



Assist with the effective communication and marketing of talent and development initiatives



Look for creative opportunities to continuously improve existing L & D processes and work with the wider HR team to re-engineer existing processes



Participate and or lead in wider HR projects as required




The successful candidate will have a broad, full cycle L&D background including significant team management experience and a proven track record of developing and delivering line management training.


LocationCity of LondonSalary£60000 - £65000 per annumReference20541/001Contact NameEmma Castillo

A multi-international specialist Financial Services business is looking for an L&D and Talent Manager to join the team. The new hire will work alongside the new Head of Learning and Talent to design and implement talent initiatives.


The focus of the role is on development, retention and talent management. There is excellent buy in from the wider HR team and senior stakeholder group, therefore the L&D Manager will be innovative and creative.


Responsibilities




Design and implement talent initiatives in line with the firm wide talent strateg to drive high performance



Support firm wide performance management processes including performance appraisals, 360 degree feedback, succession planning and promotion



Engage and partner with the HR Business Partner's to help identify and meet specific functional development needs and consult with the business as appropriate



Assist with the effective communication and marketing of talent and development initiatives



Look for creative opportunities to continuously improve existing L & D processes and work with the wider HR team to re-engineer existing processes



Participate and or lead in wider HR projects as required




The successful candidate will have a broad, full cycle L&D background including significant team management experience and a proven track record of developing and delivering line management training.

Apply now


View the original article here

Talent & Development Manager - eCommerce

Talent & Development Manager - eCommerce West London

Creative and fast growing international eCommerce business have an exciting opportunity for a Talent and Development Manager to develop a function in line with the business and its unique culture. This is a truly entrepreneurial and forward thinking environment and an amazing chance for someone to really put their own stamp on a role and inspire the business!

Initial focus will be scoping out training needs requirements throughout the business - from entry level roles right up to the senior management team and across all business areas from Creative, Customer services through to Technical.

You'll develop a strategy and propose the best solutions for delivery against these needs, driving the leadership and management development program forward and designing a program of effective and engaging training activities to cover everything from core business skills, soft skills and everything in between.


The ideal candidate will have:-



Extensive experience working in Learning & Development and strong experience of designing, managing and delivering a variety of development programmes.
Extensive experience of working in Learning & Development including recent experience in an L&D business partnering/management role
A strong network and proven relationships with relevant L&D providers and suppliers
Proven experience in a fast paced, growing organisation where you have had to design and deliver new training programs
Industry-relevant accreditation's in psychometric tools such as MBTI, Firo-b and able to offer profiling and coaching sessions with individuals and teams to support their continual development
Excellent presentation and facilitation skills demonstrating the ability to communicate, engage and inspire
Proven strategic ability, and pride yourself on effectively partnering with your business areas in line with their training need to support delivery of their goals.
A creative approach, and are always looking to identify new ideas but you are also super organised, structured and comfortable with change and facilitating transformation.

If this sounds like something which would excite and inspire you, and you fit the above then please apply.

PLEASE NOTE: Due to the high volume of applications we receive we are unable to respond to everyone. If you have not heard from us within 5 working days of sending your CV then unfortunately you have not been shortlisted for the position you have applied for.


LocationWest LondonSalary10% bonus, fantastic benefitsReferenceBBBH42849Contact NameEmma Richardson

Creative and fast growing international eCommerce business have an exciting opportunity for a Talent and Development Manager to develop a function in line with the business and its unique culture. This is a truly entrepreneurial and forward thinking environment and an amazing chance for someone to really put their own stamp on a role and inspire the business!

Initial focus will be scoping out training needs requirements throughout the business - from entry level roles right up to the senior management team and across all business areas from Creative, Customer services through to Technical.

You'll develop a strategy and propose the best solutions for delivery against these needs, driving the leadership and management development program forward and designing a program of effective and engaging training activities to cover everything from core business skills, soft skills and everything in between.


The ideal candidate will have:-



Extensive experience working in Learning & Development and strong experience of designing, managing and delivering a variety of development programmes.
Extensive experience of working in Learning & Development including recent experience in an L&D business partnering/management role
A strong network and proven relationships with relevant L&D providers and suppliers
Proven experience in a fast paced, growing organisation where you have had to design and deliver new training programs
Industry-relevant accreditation's in psychometric tools such as MBTI, Firo-b and able to offer profiling and coaching sessions with individuals and teams to support their continual development
Excellent presentation and facilitation skills demonstrating the ability to communicate, engage and inspire
Proven strategic ability, and pride yourself on effectively partnering with your business areas in line with their training need to support delivery of their goals.
A creative approach, and are always looking to identify new ideas but you are also super organised, structured and comfortable with change and facilitating transformation.

If this sounds like something which would excite and inspire you, and you fit the above then please apply.

PLEASE NOTE: Due to the high volume of applications we receive we are unable to respond to everyone. If you have not heard from us within 5 working days of sending your CV then unfortunately you have not been shortlisted for the position you have applied for.

Apply now


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Why Customer Service Certifications Matter

There is good reason our society values a licensing/certification system. When one is licensed or certified, whether it is for operating heavy machinery or professionally to offer services, there’s a sense of assurance that the licensee has undergone extensive training and testing to be qualified for whatever operation or service is being performed. Of course, a license or certificate doesn’t guarantee that there aren’t occasional hiccups or errors in judgment, but for the most part, it imparts a level of competency and skill.  

For businesses whose success depends on excellent customer service skills, there are a number of certification options to ensure that customer facing employees are properly trained and knowledgeable regarding customer service delivery. If you’re rolling your eyes thinking that customer service certifications are just another money-grabbing scheme, think again. Certification should be an extension of your training. It adds another level of accountability and validation to the investment you’ve already made in training. Let’s explore why you should consider making the investment in certification programs.

Customer service certifications—what and why

When your company invests in training, you want some sort of assurance that your training dollars were well spent. Training isn’t effective if it isn’t retained. Certification is one way to ensure that what is taught in training is learned and implemented, in addition to standardizing best practices. Taking training to the next level through certification is more than putting a nice certificate on the wall. Certifying what is learned through training is another way for managers to hold employees accountable. Managers can focus on bigger-picture issues when they trust that their direct-reports can put into practice what has been learned through training. In addition to providing a tangible way for managers to hold employees to higher standards, certification also empowers employees. When employees feel invested in, they are more likely to take pride in their work and stay with a company longer. Engaged employ­ees are often more cus­tomer focused, which often leads to higher sat­is­fac­tion, loy­alty and reten­tion. Certification helps promote a shared culture of customer service excellence and gives employees a goal to aspire to. Employees who have completed the certification process can demonstrate to others that they’ve reached a certain level of training and are invested in their own professional growth by keeping their certification current.

Certifications related to the more technical aspects of our industry are also important indicators to customers and colleagues. Similar to customer service certifications, when technical representatives achieve their certification, whether for diagnostics or other technical proficiencies, they demonstrate to others that they are skilled and capable.  As service delivery options become more technical in nature, and response time to service customers shortens, having competent, well-trained employees are critical if a company is to remain competitive.

For certifications to have any teeth, they should be related to training courses that the participants have completed. There are a number of companies that offer customer service certificates, but you want to ensure that the certificate means something to your organization and provide your management with tools to take your customer service to the next level.  

Take your training investment to the next level

Certification is more than training completion.  To achieve certification in either customer service or technical expertise, the participant has demonstrated that s/he has gone beyond the fundamentals of training and has reached a level of competency or excellence that is more rigorous and demanding.

Having well-trained sup­port staff who have achieved proficiency and are proven competent, allows you to reduce call times and attain higher first con­tact res­o­lu­tion rates. With these per­for­mance gains, your organization will be able to mea­sur­ably reduce costs while increasing efficiency. Consider taking your training investment to the next level by encouraging certification.


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Thursday, April 16, 2015

2014 Year in Review || GCC


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Don’t Ignore These Signs to Grow as a Leader

The signs that it’s time to refine your leadership style are sometimes subtle. They can be easy to ignore and self-reflection isn’t always an easy task. Take the time to evaluate your current effectiveness from two vantage points: internal and external signals.

From your internal (or personal) perspective, here are some signs that suggest your current leadership style might not be working for you:

You experience negative emotions about work at least once a day – frustration, anger, weariness or resistance to the work at hand or to certain people.You wonder about your health and wellbeing more than once a week or it is a constant concern in the back of your mind. You find yourself uninspired. The idea of being in your current role in two years makes you dream of quitting, even without an enticing career alternative.  You begin missing meetings or confusing appointments on your calendar and aren’t sure why.

From the external (or constructive criticism) standpoint:

You were surprised by the content from a review in the past eight months.Your career seems stalled. Others are being promoted around you and your next logical career step isn’t clear.Your comments or emails are met with hostility or dismissal.You are experiencing a personality clash with more than one person.  

If any of these signs apply to you, now is the time to address your leadership style.

Here are some simple steps to try: 

Realistically assess where you are. Create a file on your personal computer or in your home office and put all your feedback in one spot. Jot down the feedback that bothered you over the past year. Keep track of positive, constructive and negative feedback. See if you are receiving similar feedback from more than one person. Pay attention to the input as an unbiased resource – as if you reporting to the police or a doctor. You want to identify themes, not judge them. Look for themes to guide your development areas.   

Tackle persistent self-awareness themes. Self-awareness demonstrates integrity, congruency and a desire to be at one’s best. Own your development areas. No one is perfect – it’s what people do to balance their vulnerabilities that can make a big difference.  Small steps can yield big results. Always late? Drop one thing per day from your to-do list. Interrupt often? Write down your interruption rather than speak. Control freak?  Find one thing to let someone else perform and praise their results without feedback. Watch for changes in how people treat you over the month.

Have a picture or plan for what these changes could bring you in three, six and twelve months from now. If visualization works for you, picture how it would feel to walk into your office with specific changes in place. For example, visualize how it would be to start each morning knowing your entire action list could actually be completed at the end of the day. Imagine that every interaction would be welcome because it wouldn’t contain a reminder of something promised that is late or forgotten. The idea that you could have even one day like that can motivate you to make changes.

Create a simple, written plan for what you are going to do for 30 days – then do it. Look at your plan every day, even more than once. For example: 

Keep an action list of everything you will do daily and remove two items.  Don’t defer…take them off. If your objective is to be more self-aware, find an assessment and try out one suggestion in the assessment daily for 30 days. Find a partner to work on your leadership styles together. If you want to be a better listener, count the number of times you interrupt others or cut them off. Invite someone you trust to do the same and compare numbers. No judgment…just the number. 

Finally, make this a monthly activity. Think about what you want your internal and external feedback to be and what you want to be known for as a leader. Then get started. Your style is evolving with or without thoughtful input, so take the necessary steps to be more of who you want to be.

Gwen Parks is a respected global expert in leadership and team success.


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Replacing the Employee Performance Review via Gamification

Traditional employee performance reviews, full of hindsight assessments and assumptions, are often a waste of time. The secret to extracting productive performance metrics is to engage employees and conducting reviews constantly.

Unfortunately, most employers aren’t willing to make employee engagement a priority. With 70 percent of U.S. workers reporting that they are unengaged at work, only 40 percent of the Global 1000 IT organizations will implement gamification as their main tool for building employee engagement and improving business operations by 2015.

Introducing a “gamified” solution fosters employee engagement and improves the everyday lives of employees and managers alike by creating an environment where expectations are clear and performance is assessed in real time. It’s user-friendly, timely, and fun. It’s a game, after all, and your business will be the winner.

Defining company goals and communicating them with the whole team

Defining organization-wide goals is a crucial factor in a successful gamification implementation. Once all of the players are aware of the big picture goals, team members can better identify the roles they’ll play in achieving them.

Currently, only 40 percent of employees are privy to their organization’s overall goals, strategies, and tactics. That leaves over half of the workforce in the dark about what they’re actually working towards.

Empowering your employees by sharing strategic information will encourage and motivate them to contribute to the business’ overall success. Although an employee’s action may be in line with a general KPI (Key Performance Indicator) outlined on a performance evaluation, it might not benefit the organization’s overall goal. An overly enthusiastic sales team, for instance, may reach their monthly goal by signing clients without discrimination, but their actions may ultimately cost the company money, as those clients are likely to disrupt post-sale departments and create needless fulfillment issues.

Sharing company goals also forces managers to continuously relate the KPIs by which employees are assessed to the overall mission of the organization. In addition, informed employees are better equipped to generate valuable suggestions that management can turn into actionable strategy. When you work as a team, you win as a team.

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Speeding up feedback

Hyper feedback, the new standard in gamified management, is simple, accurate, and immediate. Many early adopters, such as LivingSocial and Spotify, have even ditched the traditional review formalities and replaced them with this fun, rapid approach to feedback. Companies employing instantaneous feedback loops, like Work.com (formerly Rypple), have reported employee engagement rates as high as 95 percent.

PERQ, an Indianapolis based marketing and promotions company, has experimented with different methods of gamified employee engagement since day one. Their advice is to keep it simple. They have offered rewards in the form of money, recognition, and even flexible schedules. All of this is tracked from a scoreboard, which allows them to adjust the entire system as often as needed. PERQ’s success using gamification has resulted in a happily engaged team, along with revenues that have grown more than 20 percent annually for three years running.

Building up the “A team”

When expectations are clear, feedback is plentiful, and employees still aren’t stepping up to the challenge, chances are they aren’t part of your “A team.” Employees who are engaged and capable of giving the results you’re expecting will thrive in an environment of instant-feedback and continuous improvement. But when they are not able, or willing, to keep up with the challenges presented through such initiatives, it’s possible they simple aren’t a good fit for the organization.

When employees are aware of their level of contribution, and how those contributions affect larger company goals, it makes retention and development easier for everyone. Managers will save time and resources, and the data generated from engagement programs will allow them to weed out stagnant employees. Conversely, extraordinary employees who are adding value to the organization are easily identified.

Charlotte Ritter is a technology analyst for TechnologyAdvice. She covers business intelligence, gamification, project management, and other emerging technology. She has also written about startups, company growth, and talent management.

Written for TrainingIndustry.com


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Training & Development Assistant- City of London

Training & Development Assistant- City of London London

My client has an amazing new exciting opportunity for a Training & Development Assistant to work in a firm who are highly regarded as one of the best in providing advice to its clients worldwide and has been recently awarded for its level of expertise and quality of advice, placing it amongst the top 10 firms in its area of expertise in the city. They have many offices around the globe in Asia, Europe and the Middle East and you will have an opportunity to work in its largest office based in the heartbeat of the business district in the city, with tourist attraction buildings like the 'Gherkin', 'Cheese grater' and Bishopsgate Tower in close proximity. You will be supporting the Head of Training and Development, who has many years of experience and knowledge therefore there is no one better who could be your biggest supporter and mentor.

Key responsibilities

Scheduling of training workshops including liaison with internal and external trainersWorking with firms to book trainees on to courses; securing dates; managing & tracking attendance; booking and meeting trainers; arranging materials & catering; advertising programmes; completing certificates for attendees; diary management.Creating and generating reports from the database; extracting key management dataSetting up new development programmes and related training workshopsManaging course bookings and tracking attendance; developing the use of the databaseInvolvement and assistance in a project with the wider team on a new firmwide HR and T&D systemDistributing the T&D programme to all London fee earners; working with the team to increase the accessibility of training and booking process/advertisingInvolvement in the Firmwide appraisal process with the HR teamPotential involvement in other Firmwide training activity/roll outs on areas such as compliance, risk and other initiatives or other needs as they arise

Key knowledge and skills:

Excellent administrative, organisational, planning and coordination skills - able to plan, prioritise, respond and adapt proactively to changing deadlines and demandsProactive in managing own and others' time, diaries and calendarsStrong accuracy and eye for detailExcellent verbal and written communication skills - articulate and able to communicate with all levels and via different mediaExcellent IT Skills - Word, PowerPoint, Excel and database useProactive manner and approach to all work and communicationCan-do, positive and professional attitudeApproachable and able to build rapport quickly with all levels of staff across the firmProfessional, confident and resilientAble to work as part of a teamAbility to use own initiative, review working practices and come up with fresh ideasMotivated by and interested in people and the HR & Training agendaOverall able to provide a high level of service to the team and our internal clients

Experience/ Qualifications

May be part or fully CIPD qualified - or have a longer term interest in becoming so

Proven track record and experience (or very strong potential) within an administrative role to include the following.

Diary management and schedulingEvent planning and coordinationDatabase management and use of multiple IT systemsManagement of multiple tasks and projectsLocationLondonSalary£30000 negotiableReferenceContact NameTB

My client has an amazing new exciting opportunity for a Training & Development Assistant to work in a firm who are highly regarded as one of the best in providing advice to its clients worldwide and has been recently awarded for its level of expertise and quality of advice, placing it amongst the top 10 firms in its area of expertise in the city. They have many offices around the globe in Asia, Europe and the Middle East and you will have an opportunity to work in its largest office based in the heartbeat of the business district in the city, with tourist attraction buildings like the 'Gherkin', 'Cheese grater' and Bishopsgate Tower in close proximity. You will be supporting the Head of Training and Development, who has many years of experience and knowledge therefore there is no one better who could be your biggest supporter and mentor.

Key responsibilities

Scheduling of training workshops including liaison with internal and external trainersWorking with firms to book trainees on to courses; securing dates; managing & tracking attendance; booking and meeting trainers; arranging materials & catering; advertising programmes; completing certificates for attendees; diary management.Creating and generating reports from the database; extracting key management dataSetting up new development programmes and related training workshopsManaging course bookings and tracking attendance; developing the use of the databaseInvolvement and assistance in a project with the wider team on a new firmwide HR and T&D systemDistributing the T&D programme to all London fee earners; working with the team to increase the accessibility of training and booking process/advertisingInvolvement in the Firmwide appraisal process with the HR teamPotential involvement in other Firmwide training activity/roll outs on areas such as compliance, risk and other initiatives or other needs as they arise

Key knowledge and skills:

Excellent administrative, organisational, planning and coordination skills - able to plan, prioritise, respond and adapt proactively to changing deadlines and demandsProactive in managing own and others' time, diaries and calendarsStrong accuracy and eye for detailExcellent verbal and written communication skills - articulate and able to communicate with all levels and via different mediaExcellent IT Skills - Word, PowerPoint, Excel and database useProactive manner and approach to all work and communicationCan-do, positive and professional attitudeApproachable and able to build rapport quickly with all levels of staff across the firmProfessional, confident and resilientAble to work as part of a teamAbility to use own initiative, review working practices and come up with fresh ideasMotivated by and interested in people and the HR & Training agendaOverall able to provide a high level of service to the team and our internal clients

Experience/ Qualifications

May be part or fully CIPD qualified - or have a longer term interest in becoming so

Proven track record and experience (or very strong potential) within an administrative role to include the following.

Diary management and schedulingEvent planning and coordinationDatabase management and use of multiple IT systemsManagement of multiple tasks and projects

Apply now


View the original article here

Do You Owe The World Anything?

The standard economic narrative as applied to human history tells us that barter came first, then money, and then credit and debt. In actuality we know that these concepts developed in the opposite order. Debt and credit pre-date the use of money by thousands of years. Money, in the form of early coins, came into usage largely as a way of keeping track of debts. And finally, the human use of barter systems actually arose after money, not before. Barter is employed by people who’ve already learned about money, and barter systems often use an equivalent of money to manage trades, such as how cigarettes are used as a medium of exchange in prisons.

With the publication of Wealth of Nations in 1776, Adam Smith helped to popularize the notion that money was invented to be a superior replacement for barter. But anthropologists and historians found that no such barter-based cultures actually existed before money; barter came after money. Before money there were some simple forms of trade, often combined with complex social rituals, but they were extremely limited and normally used for trading between tribes on special occasions, not within existing groups and not on a daily basis.

Apparently humans didn’t have barter systems until after money came into play. One reason is that without money, a barter system would be way too complicated and unwieldy. Barter is typically used as a fallback system when formal currency isn’t available, and even then barter tends to be transacted with respect to a previously used currency. For hundreds of years after the Roman Empire fell, for instance, people engaged in barter exchanges, the value of which was translated into Roman currency. This was done even in areas that weren’t originally part of the Roman Empire. It was actually the concept of money that popularized barter.

So if people didn’t have barter until money came onto the scene, what did they do if they hadn’t been exposed to money? How did they exchange goods and services? They typically just shared freely with each other, or they gave each other gifts, sometimes upon request and often using rituals to do so. The notion of debt was only loosely and informally recorded in people’s minds, such as you might do today if you felt that a friend owed you a favor. This system worked quite well, and it still works well today. If you mooch off your friends or family too much, you may start noticing some resistance in their willingness to do future favors for you, along with some mounting pressure for you to start giving back now and then. If, on the other hand, you behaved generously with others, you might find that they’re fairly generous with you as well.

In truth there were lots of different cultures with different ways of trading. Some were quite imaginative in their rituals of exchange, such as having the equivalent of an inter-tribe swingers party that involved the exchange of goods as well as bodily fluids.

You could say that we’re are all born into debt. We depend on others for our survival, especially in our early years. We also benefit from all the knowledge and skills that were taught to us by others. When we come into this world, we receive value from others. Do we have an obligation to repay that value in some fashion, perhaps later in life when we’re capable of doing so?

How much did it cost your parents to raise you? Is that a debt you must repay, either to them or to society as a whole?

Look around you at all the things you’re able to use today that someone else created. Do you owe anyone anything for these gifts?

Do you owe the world anything at all for your existence? If you live strictly for yourself and choose not to contribute to others in any meaningful way, are you shirking your responsibilities?

These are interesting questions for you to explore on your path of growth. I encourage you to seek your own answers to them. I’ll share some thoughts about how I’ve explored them thus far.

In my earlier years, I was taught to believe in a God who seemed to feel I owed him something. I was supposed to worship him for my entire life. I was born a flawed human, and I would always be a flawed human. My very existence was a stain on God’s otherwise perfect world.

I learned from a young age that I was born into perpetual debt. I owed God my very existence, and thus I incurred a debt so great that I could never hope to repay it no matter what I did, but I still had to try. I was created in God’s image, but even though he was all powerful, he still wanted me to worship him and to glorify him for being so wonderful, and he’d be offended if I didn’t obey.

In my teenage years I began to slough off much of what I’d been taught growing up, mainly because it didn’t make much sense. I became an atheist. Without the burdensome notion of original sin on my back, I began thinking more objectively and open-mindedly about the idea of service to others.

After this shift the experience of helping people changed for me. I enjoyed it much more. It felt good to be able to choose to contribute as opposed to feeling that I had to do so in order to repay a debt or to glorify some petulant deity.

I had been taught that without God, I’d automatically become a deeply selfish person, but I found that I actually enjoyed giving a lot more when I felt free to choose it, not obligated to do so under threat.

And then, about a year later, I opted to push this exploration far to the other side. Shortly after I got to college, I tried out the philosophy of living mainly for myself. That led to lots of criminal behavior, drinking, gambling, and several arrests. I eventually straightened out and realized that wasn’t how I wanted to live. Looking back, I still appreciate that I explored that path, although I’m glad I didn’t do too much damage along the way.

My attitude during that time shifted from thinking that I owed my life to God and to society, to thinking that the world owed me and that I could take whatever I wanted to the extent that I was capable of doing so. I reveled in outsmarting systems to prevent theft. Anti-theft sensors were easy to overcome. Security cameras could be fooled via misdirection. I especially loved using social engineering tactics to steal things right under clerks’ noses. My gains were someone else’s loss. It was a competitive way of living.

I could have kept going down that path and often fantasized about escalating it in various ways, some of which I implemented. But eventually the world taught me that it didn’t agree with my thinking. I realized that if I kept living like that, I’d be in a perpetual state of conflict with the world, always wondering if and when I’d get caught again. A felony grand theft arrest finally convinced me to explore alternative ways of living.

My next phase was to progress to living with the mindset that I was debt-free. My philosophy during that time was live and let live.

I didn’t owe the world anything. The world didn’t owe me anything. You don’t mess with me, and I won’t mess with you. Let’s just keep to ourselves as best we can. That was my level of thinking during my early 20s.

This was a step up from a life of constant conflict, but I also endured a lot of hardship during this time, especially in the first few years of running my own business. My goals were largely for myself, not to substantially benefit the world. I found it very difficult to make my first business successful. It seemed like everything I did would backfire on me.

This was highly frustrating because I was better off financially when I was a criminal. During those years I had no financial debt, plenty of cash in the bank (usually around $10-20K, which was plenty for a 19-year old), and it was easy to cover my bills by selling stolen goods as needed.

When I tried to do what I felt was honest work, I sank into debt and went bankrupt. And it took six years to reach that point.

During that time I read books about making money, such as Think and Grow Rich. I may as well have read Think and Go Broke. The advice often sounded good — set clear goals, visualize having more wealth and abundance, make a plan, work the plan each day — but in practice my results at this level of thinking were dismal.

How come when I was just trying to maintain a neutral relationship with the world, did it seem like the world was constantly harshing on me and making my life a lot more difficult than it should have been? I felt there had to be an easier way to live.

There’s a Seinfeld episode where George Costanza concludes that his default way of thinking never leads to good results, so he decides to try doing the opposite for a while. Whatever his natural instincts guide him to do, he commits to doing the exact opposite. While he tries this way of living, everything works out beautifully for him. Suddenly he starts getting terrific results across the board.

After having my fill of frustrating years, I decided to try something similar with my own version of the do the opposite philosophy. I would explore new options I hadn’t tried before, even if I couldn’t see how they would help. I could hardly do worse since my previous best thinking had led to bankruptcy. Since I was already broke, I didn’t have much to lose by experimenting.

Some of those do the opposite ideas didn’t pan out. But some absolutely did. One thing I tried during that time was to volunteer to serve in a software industry trade association. I had no idea where that would lead, but at least it would be something different than what I’d done in the past. It turned out to be one of the best decisions I’d ever made. Within a month or two of getting involved, I was Vice President of the organization, then President the following year. And my income from selling my computer games went from $300 per month to $20,000 per month in a few years.

As a consequence of volunteering, I got to spend a lot of time interacting with other independent software developers, many of whom were quite successful. I also made contacts in the industry press. I learned how to improve my sales, and I learned how to get some free press coverage for my games as well. But when I volunteered, I did my best to focus on contributing to the association and its members. The benefits largely came about as side effects of volunteering.

This is also what got me started writing articles. I wrote my first article in 1999 for that trade association’s newsletter. For the next five years, I averaged about five articles per year. When I started blogging in 2004, it was a way to expand the occasional article writing I’d been doing since 1999. And it all started with a decision to trying doing the opposite of what I’d previously been doing.

I don’t think it was really the do the opposite philosophy that made the difference by itself. Sometimes doing the same worked just fine. I think what mattered most was that the energy signature I brought to my work after 1999 was totally different. I gave up on trying to succeed just for myself. I became more social within my industry and spent a lot of time helping others achieve their goals. I started thinking of my own success as being part of a larger social landscape.

I began speaking at industry conferences during that time. I hosted a roundtable for indie game developers at the annual Game Developers’ Conference. I launched an online discussion forum for indie game developers, kept it free of ads, and made sure it was intelligently moderated, so as to provide a valuable service to the community. I put in hundreds of hours per year on these types of service projects for others. All of this was unpaid.

During the years prior to 1999, my attention was focused mainly on my own goals. I wanted to become successful, grow my business, create hit computer games, and make lots of money. I also wanted to get out of debt. I really thought those were decent and intelligent goals.

I also figured that once I became rich, then I could focus on doing more to give back to the world if I wanted to, and I’d be in a better position to do so. What could I give to the world while I was broke and in debt? Surely I should focus on my own goals and get something going there first, right? Shouldn’t I create my own private victory before thinking about how to contribute to the world?

This strategy of working strictly on my own goals didn’t work out for me when I applied it to business and income generation. It had worked well for me in other areas of life though, such as school, which was probably why I stubbornly stuck with it for so long afterwards.

I discovered that I really liked doing acts of service for the community around me, especially writing articles. The feedback I received was encouraging because it told me that what I shared actually made a difference in people’s lives. My early articles for the trade association, which were printed in paper newsletters and mailed to about 1000 members, included a byline with my email address, so readers could send me feedback. I usually received a few emails for each article, including suggestions for new articles and some republishing requests.

I remember when one software developer wrote to me after I’d been writing for several years, thanking me that my ideas helped him build a business with more than $1 million in annual sales. That really got me thinking. I had never built my own business to that level, yet I was somehow able to help someone achieve even better financial results.

Some people might feel jealous upon receiving that kind of feedback, but I felt inspired and uplifted by it. I thought to myself… This is really cool. If I hadn’t written those articles, that guy’s business might not have done so well. I felt proud of his accomplishments, knowing that I played a role in helping him achieve his goals. I liked the idea that my lessons might actually be more valuable to other people than they were to me.

For years I had met with frustration after frustration and setback after setback while trying to achieve my goals for myself. Yet somehow I was able to help inspire others to do things that I’d never done. I have stacks of CDs that I’ve received in the mail from musicians that told me I inspired them to create a new album or song, some of which have lyrics inspired by my articles, but I’ve never composed an album myself. This encouraged me to keep discovering new lessons I could share. Even if a lesson only helped one person, I felt it justified taking the time to share it.

As people continued to share how I helped them in various ways, I began to revisit the idea of social debt again. At some point I realized that if I ever did have a debt to pay to the world for my existence, then surely I’ve long since repaid it by now. Even accounting for the criminal stuff I did during my late teens, I must be well past any reasonable standard of restitution that may be owed to society for my carelessness and my existence combined.

Consequently, I live each day with the feeling that I am officially out of existential debt. I can see that my existence is a net positive for the world with the various ripples I’ve created, not by my own accounting but by the sum of all the accounting that’s been reported to me by others. This includes the books people have written, the music that has been composed, the relationships that have formed, and the businesses and nonprofits that have been started that people have thanked me for helping them achieve.

Moreover, since I wrote most of my articles to be timeless, and since I’ve uncopyrighted them as well, and since they’ve been translated into many languages and republished in a variety of forms, I can reasonably expect that the ideas I’ve shared will continue to create positive ripples for many years to come. This gives me the sense that I’ve not only paid my existential debt for my life thus far, but I feel I’ve also paid more than enough for all my remaining years on earth as well.

So now I’ve come full circle in a way. I’m back to feeling that I don’t owe the world anything for my existence. But this time it’s not because I don’t acknowledge the existence of the debt; it’s because I feel that if there ever was such a debt, then surely I’ve more than paid it off.

The feeling that I’ve overpaid the debt gives me a sense that I deserve to be supported by life. This doesn’t feel like entitlement but rather a natural reward that I’ve earned. I feel that I’ve contributed more than enough value to the world to cover the cost of my existence.

Sometimes I would think to myself, Hey, you’ve contributed so much already. Why not take it easy for a while? People can always read your older articles. Why keep writing so much? Surely you don’t have to. You have plenty of money. Go travel for a while. Take some time off. If anyone has earned some slack, surely you have.

But when I actually try to live that way, something feels off to me. I don’t feel as happy. I feel like I’ve lost the flow. The passive income keeps flowing, and my bills are still paid, but I feel out of sync with my path with a heart. Instead of enjoying more time off, I feel like my life fills up with trivialities and minor problems.

Taking some time off when I need a break feels good to me. But when I stop contributing or try to work strictly on my own personal goals for a while, I can tell that I’m not in the flow.

When I feel I’ve fallen out of sync with my path with a heart, I often remind myself to perform a simple act of realignment. This is a task I can do that I can reliably expect will bring me back in sync with the feeling of flow that I love so much.

My favorite act of realignment is to write and publish a new article. And I must write that article with the purest of intentions. I can’t be writing for selfish reasons or thinking about people’s reactions or web traffic effects or anything like that. My intention must be to write from inspiration and to help people grow.

Whenever I do that, I easily sync back up with my path with a heart.

This is a very empowering practice for me since I know that no matter how confused I get, how far off track I get, or how badly I screw up, I can always return to this simple act of realignment. I can always set a pure intention and write and publish a new article. It’s beautiful knowing that for the rest of my life, I’ll always have this simple practice that I can return to again and again to get back in tune with my flow.

Whenever I write a lot, which is my primary form of contribution, my life seems to flow with effortless ease.

I think the idea of existential debt is a bit misguided. It’s a stab at understanding how to sync up with your path with a heart and to immerse yourself in that delightful feeling of flow, but the notion has been corrupted and turned into something that’s more likely to take you out of alignment.

Wrestling with the concept of whether or not I owe the world something for my existence was an important part of my path of growth. But these days I see contribution as an invitation, not an obligation.

I don’t feel obligated to pay back the world for anything, and I have good logical reasons for not feeling so obligated, if only because I feel I’ve already paid more than my fair share. But if I used this line of thinking to justify non-contribution henceforth, I’d still be missing the flow.

My path with a heart isn’t to pay off a debt from a place of duty or obligation. My path with a heart is to accept the invitation to create, to contribute, and to share. I don’t do this because I owe anyone anything. I don’t do this because I need money. I do it because I love being in the flow of inspiration. Writing, speaking, and other forms of sharing make me happy. When I write, I’m at peace.

People email me every week with message like, “I need money. Just tell me how I can make a lot of money quickly.” What can I say to someone who’s struggling with the type of mindset I succumbed to in my early 20s?

I can tell them how I solved similar money problems, which was basically to stop being needy, but they don’t like that answer at all. They want me to tell them how to solve those problems from their current level of thinking. That isn’t something I can tell them because I experienced only failure using that approach. I was never able to do it.

How do you tell someone that the solution is to stop being needy when they’re so addicted to feelings of neediness, debt, and obligation?

And how does one stop being needy anyway? Neediness is what you experience when you’ve fallen out of sync with your path with a heart. So to stop being needy, start doing something that’s incompatible with feeling needy. Start giving. Start contributing. Volunteer. Set a pure intention, listen to your inspiration, and act on your inspiration immediately.

Do the opposite of what needy people do. Do what you’d be doing if you were already in a place of abundance.

If you were to design your own simple act of realignment, what would it look like? When you fall off your path with a heart, what’s the quickest way to get back onto it?

Start with a pure intention. Set an intention to perform a selfless act of contribution and giving. Invite inspiration to come to you and to flow through you, like you’re tuning in to a radio station. Decide that you’ll act on inspiration without hesitation. Do your best to release any sense of neediness or expectation. Clear a few hours for this act, during which time you commit to rising above pettiness, selfishness, neediness, and fear. Let this be a time of elevation for you. You can always go back to feeling needy later.

Let your mind wander for a while. Don’t force or push yourself into action. When you feel ready, let the flow of inspiration energize and animate you. Allow it to speak through you, write through you, move through you.

Notice how good it feels to act from such a purity of intention. There is no neediness here, no debt, no obligation, no worry. Notice that you can always come back to this pure act of realignment again and again. Whatever form it takes, it’s yours to summon whenever you desire. No matter how far you stray from your path with a heart, you can always come back to it.

You don’t have an existential debt to pay, but you do have an existence to experience. You can spend that experience wallowing in neediness, fear, and worry, or you can elevate that experience to a place of flow and alignment.

I think you’ll discover as I have that this experience of alignment is also a beautiful path out of debt, obligation, and scarcity.

You do not have to pay your existential debt or your financial debt first before you can start contributing. Your path with a heart is not something to be entertained at some future date when you’re finally in a place to do so. Your path with a heart is the ideal solution to your current problems. It is the very path that will lead you out of debt and into a place of contribution to the world.

There is nothing you need to do first before you can contribute. You can make a positive difference in people’s lives right where you are. I wrote my first article when I was going bankrupt. Living with lack seems like a distant memory now, and my path out of scarcity began with a purity of intention, combined with the seemingly silly decision to do the opposite of wallowing in neediness.

Is wallowing in neediness working for you anyway? Is it giving you the results you desire? Has it blessed you with a life of joy and abundance? If not, then maybe it’s time to try doing the opposite for a while.

If that answer doesn’t sit well with you, then my second best answer is to become a criminal. But having tried both myself, I think the path with a heart is easier. ;)


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View the original article here

E-Learning Manager

E-Learning Manager Dartford

Laing O'Rourke is a leading international engineering enterprise with world class capabilities. With revenues of £4.4bn, a forward order book of £8.2bn and over 15,000 employees their focus on continuous improvement coupled with a cultural philosophy framed around 'Excellence Plus', every aspect of client partnering, innovation, safety and investing in people is given the focus it truly deserves. With a track record of delivering many complex high profile UK and international construction and engineering projects, such as the Olympic Park, Laing O'Rourke continuously demonstrates just how agile and collaborative it is.

Laing O'Rourke holds the reputation of being the company most committed to people development within its sector. To continue to lead the field in the complex engineering sector, new challenges constantly appear and new capabilities need to be built and enhanced. A critical area of focus in delivering competitive advantage is in building technical capability. To that end Laing O'Rourke are building an L&D Academy that across some 15 functions will ensure each employee will have robust, accessible Career Toolkits in which competency frameworks and career corridors are housed. The Technical Capability function will build and fine tune a development program curricula aligned to the needs the Toolkits highlight. These will be industry leading blended solutions, either e-learning accessible through a learning portal or classroom based. Laing O'Rourke now wish to make the key appointment of e-Learning Manager to work closely with the Head of Technical Capability and Talent in driving towards this goal of an accessible, branded, technical learning offering of consistently high quality.

The e-Learning Manager will work across a range of key functions to identify and work with key technical stakeholders to understand ongoing and future technical capability needs. Then using their knowledge of how adults learn, build effective learning solutions. These will be created using both in-house and external resources, so a good knowledge of instructional design would be a distinct advantage as would be knowledge of on line training content development tools such as Articulate or Moodle. As Laing O'Rourke rapidly increase the numbers of entry level technical talent they are hiring, the e-Learning Manager will also play a key role in building the technical development aspects of their structured programs and will play a support role in how Laing O'Rourke attracts that sought after talent to join them.

You will need genuine energy and passion to make a difference and the credibility to develop a network with Subject Matter Experts across the business to enable your work. You might be an e-learning manager or instructional designer currently or a Learning and Development Business Partner with a potential interest in a broad technical e-Learning development role. Either way there is real scope to create a legacy within this role for both yourself and Laing O'Rourke, and with a well structured Learning and Talent function Laing O'Rourke presents significant opportunity for personal career growth. Whilst the role will be based in Dartford, there will be some need for travel across Laing O'Rourke's operations and some scope for remote working.

To apply, please e-mail your CV and covering letter, detailing your current remuneration package to our retained recruitment partners Paul Tanton & Michelle Lawton, Directors at Consult HR by clicking the "Apply Now" button below. All direct and third party CV's will be forwarded onto Consult.


LocationDartfordSalary£45000 - £55000 per annum + car and excellent benefits packageReferencePTML5944Contact NamePaul Tanton

Laing O'Rourke is a leading international engineering enterprise with world class capabilities. With revenues of £4.4bn, a forward order book of £8.2bn and over 15,000 employees their focus on continuous improvement coupled with a cultural philosophy framed around 'Excellence Plus', every aspect of client partnering, innovation, safety and investing in people is given the focus it truly deserves. With a track record of delivering many complex high profile UK and international construction and engineering projects, such as the Olympic Park, Laing O'Rourke continuously demonstrates just how agile and collaborative it is.

Laing O'Rourke holds the reputation of being the company most committed to people development within its sector. To continue to lead the field in the complex engineering sector, new challenges constantly appear and new capabilities need to be built and enhanced. A critical area of focus in delivering competitive advantage is in building technical capability. To that end Laing O'Rourke are building an L&D Academy that across some 15 functions will ensure each employee will have robust, accessible Career Toolkits in which competency frameworks and career corridors are housed. The Technical Capability function will build and fine tune a development program curricula aligned to the needs the Toolkits highlight. These will be industry leading blended solutions, either e-learning accessible through a learning portal or classroom based. Laing O'Rourke now wish to make the key appointment of e-Learning Manager to work closely with the Head of Technical Capability and Talent in driving towards this goal of an accessible, branded, technical learning offering of consistently high quality.

The e-Learning Manager will work across a range of key functions to identify and work with key technical stakeholders to understand ongoing and future technical capability needs. Then using their knowledge of how adults learn, build effective learning solutions. These will be created using both in-house and external resources, so a good knowledge of instructional design would be a distinct advantage as would be knowledge of on line training content development tools such as Articulate or Moodle. As Laing O'Rourke rapidly increase the numbers of entry level technical talent they are hiring, the e-Learning Manager will also play a key role in building the technical development aspects of their structured programs and will play a support role in how Laing O'Rourke attracts that sought after talent to join them.

You will need genuine energy and passion to make a difference and the credibility to develop a network with Subject Matter Experts across the business to enable your work. You might be an e-learning manager or instructional designer currently or a Learning and Development Business Partner with a potential interest in a broad technical e-Learning development role. Either way there is real scope to create a legacy within this role for both yourself and Laing O'Rourke, and with a well structured Learning and Talent function Laing O'Rourke presents significant opportunity for personal career growth. Whilst the role will be based in Dartford, there will be some need for travel across Laing O'Rourke's operations and some scope for remote working.

To apply, please e-mail your CV and covering letter, detailing your current remuneration package to our retained recruitment partners Paul Tanton & Michelle Lawton, Directors at Consult HR by clicking the "Apply Now" button below. All direct and third party CV's will be forwarded onto Consult.

Apply now


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Wednesday, April 15, 2015

Tis the Season to Give Thanks

The holiday season is a time to reflect, and a time to stop and think about all that we have to be grateful for. For many individuals, thankfulness is directed toward friends, family and all the cool gifts showered on us – that new smartphone, the latest fitness gadget or the kitchen appliance we’ve lived far too long without. Not many individuals, however, are sitting down at the table and sharing how grateful they are for their employees or colleagues.

A study by OfficeTeam revealed that more than half of workers would likely leave their position if they didn’t feel appreciated by their manager. This number increased for those 35 and younger. This seems surprising in many ways since so much of our time and energy are invested in our job — so why is it that we have such a hard time expressing gratitude in our day-to-day interactions? Often, we move so fast that we don’t stop to acknowledge one another and share our appreciation with others.

Here are some ways you can encourage your team to show a little more appreciation this holiday season and beyond:

Gratitude On The Spot: In an upcoming meeting, set aside some time for the group to focus on gratitude. Have each person on your team or in a project group sit in the “hot seat” for two minutes. Have them first share what they feel they bring to the team and then have their colleagues say out loud what they appreciate about the person in the hot seat. Have a timekeeper to make sure you stay on track so everyone else can focus on the task at hand and so that there is plenty of time for all to participate.

Benefits: Appreciating team members publicly is vital. By taking the time to do this, you are signaling to the larger group or organization that you value appreciating others. You are also exposing the value of each individual to all team members, which is essential in groups that may not work closely with everyone in the group.

Gratitude Notes:  Supply notecards for team members to write notes to one another expressing appreciation. Make each note very specific as to why they are appreciated along with why their contribution is significant to the team and/or organization. Instead of saying, “Thank you for all you do,” try pinpointing what they did that positively impacted you. For example, “I appreciate how you handled my accounts while I was away on vacation. They were well-cared-for and this allowed me to relax during my time away.” Encourage employees to focus on how colleagues make their lives easier and/or more enjoyable. Make this a monthly activity throughout the year.

Benefits: Physical notes seem to be a lost art. This exercise allows people to reflect and give something physical that can be kept by others.

Gratitude 365: Expressing appreciation shouldn’t only happen in the months of November and December. Make it a daily practice within the organization by making it a part of every meeting — be it one-on-one meetings, smaller work gatherings or larger office meetings.  Start each of these by first expressing your appreciation. Itcould be as simple as a thank you for showing up, or a shout out to an employee going above and beyond. Keep it casual and spontaneous so it becomes part of the conversational fabric within the team and company.

Benefits: Making something a habit can be hard, but the payoff will be well worth it. Before you know it, this practice will become second nature and replicate throughout the organization.

Gratitude is an essential form of feedback and recognition as it lets individuals know exactly what it is that they’re doing that is creating positive results in their work and relationships. Unfortunately, many either underestimate its power or assume that others know what they’re doing right. This couldn’t be further from the truth. As a society, as a company, as a team, and as a healthy culture living in complicated and delicate ecosystems, individuals require feedback of all kinds to ensure success and avoid burnout. Gratitude is one of the simplest yet most powerful ways in which to do this. And guess what? It’s available year round.

Halley Bock is the CEO of Seattle-based Fierce, Inc., a leadership and development training company that drives results for businesses by developing conversation as a skill.

Written for TrainingIndustry.com


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Strategic HR - Talent & Leadership Specialist

Strategic HR - Talent & Leadership Specialist London

Shape the MPS of tomorrow

To protect London and fight crime, the MPS must be the best it can be. That means our leaders must be trained to provide support, direction and vision for a truly exceptional team. That’s where you come in. As a Strategic HR Talent & Leadership Specialist, you’ll be the driving force behind our talent programmes, making sure senior figures are fully equipped to excel.

This is an exciting opportunity to design and develop MPS Talent & Leadership programmes. You’ll make sure senior leaders have the experience and skills to fulfil MPS goals, through expert support, interventions and training. You’ll also design assessments that help us evaluate leadership potential. It’s your chance not only to influence the Met at the highest level, but to join Strategic HR, which delivers our overall People Strategy. You’ll bring your expertise to this 45-strong team, working both within and outside your specialism.

An experienced HR professional with CIPD membership (or equivalent accreditation) or equivalent experience, you’ll have worked on Talent and Leadership programmes before. You’ve shaped strategies and designed processes, drawing on your knowledge of current talent management practice. This should cover leadership and development, and selection and engagement. You’re also a skilled project manager, with a proven ability to deliver change. Now you’re ready to use this expertise plus your collaborative approach to create an outstanding leadership team. One that can make a real difference to the Met and, ultimately, the people of London.   

To apply, please visit our website to download a role specific information pack and application form.

Completed applications must be returned by Friday 27th February 2015.

We view diversity as fundamental to our success. To tackle today’s complex policing challenges, we need a workforce made up from all ofLondon’s communities. Applications from across the community are therefore essential.

LocationLondonSalaryc£43,000Reference392357Contact NameRecruitment

Shape the MPS of tomorrow

To protect London and fight crime, the MPS must be the best it can be. That means our leaders must be trained to provide support, direction and vision for a truly exceptional team. That’s where you come in. As a Strategic HR Talent & Leadership Specialist, you’ll be the driving force behind our talent programmes, making sure senior figures are fully equipped to excel.

This is an exciting opportunity to design and develop MPS Talent & Leadership programmes. You’ll make sure senior leaders have the experience and skills to fulfil MPS goals, through expert support, interventions and training. You’ll also design assessments that help us evaluate leadership potential. It’s your chance not only to influence the Met at the highest level, but to join Strategic HR, which delivers our overall People Strategy. You’ll bring your expertise to this 45-strong team, working both within and outside your specialism.

An experienced HR professional with CIPD membership (or equivalent accreditation) or equivalent experience, you’ll have worked on Talent and Leadership programmes before. You’ve shaped strategies and designed processes, drawing on your knowledge of current talent management practice. This should cover leadership and development, and selection and engagement. You’re also a skilled project manager, with a proven ability to deliver change. Now you’re ready to use this expertise plus your collaborative approach to create an outstanding leadership team. One that can make a real difference to the Met and, ultimately, the people of London.   

To apply, please visit our website to download a role specific information pack and application form.

Completed applications must be returned by Friday 27th February 2015.

We view diversity as fundamental to our success. To tackle today’s complex policing challenges, we need a workforce made up from all ofLondon’s communities. Applications from across the community are therefore essential.

Apply now


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Inspire Employees At Your Next Annual Meeting

Many companies hold annual meetings to engage, ignite and inspire individuals to perform and achieve at their highest potential.

Below are some ideas to ensure a successful and productive annual meeting.

Theme it

Theming can boost the impact and success of your annual meeting. It gives the meeting a direction and links activities together. Think of theming as what gives life to your message.

It’s important to consider the type of theme for your business. When morale is high, you can be more creative with your theme. Steve Martin, trainer and keynote speaker, said the best theme he ever witnessed was “A Night at the Oscars.” Teams were tasked ahead of time with creating videos that depicted a day in the life of their role.

In low-spirited times, consider themes that inspire growth such as, “Better, Stronger, Faster” or “Agents of Change.” If your business is going through a merger or acquisition, choose themes that promote teamwork such as, “Winning Together” or “Connect, Collaborate, Differentiate.”

Build a Tower, Build a Team

Annual meetings are prime opportunities to foster collaboration among teams. Select a team-building activity to match the demographics of your participants.

For example, a team of recent college graduates might relate better to an outdoor challenge, while a more experienced staff may engage better with a problem solving or business simulation activity. Present teams with a challenge, ask them to build something representative of the organization or pose a problem to solve by providing clues.

Stimulate the Senses

We live in a world surrounded by media competing for our attention. Take advantage of technology to engage your audience. Use music, video, multimedia presentations, photo collages, lighting and sound effects to reinforce your message and introduce activities. Be sure your media choice supports but does not overwhelm your message. Use slide presentations sparingly and set ground rules with speakers to use no more than five slides each. 

You can avoid monotony by varying your presentation approach throughout the day. Try incorporating Q&As, panel discussions, small group breakouts, mini-breaks, team presentations, exercises, feedback and voting.

Make it a Game

Employees enjoy the challenge of overcoming obstacles presented in electronic games. Consider including simulations, business games and competitions throughout your meeting. Test their mental capability and incorporate some physical activity in the games.

Games often have critical learning elements. For example, hold a quiz show in which employees answer questions on a certain topic for points or prizes. Opt for a mix of questions that stimulate laughter and learning simultaneously. Create a game to support your meeting theme, such as the “Amazing Race to the Top.”

Tell the Story

Stories convey the meaning of concepts and ideas. They explain how things work, help us make decisions, understand our place in the world and create our identities as individuals and organizations.

Harness the power of storytelling in your annual meeting. Craft the story of your organization and its vision—where you have been and where you are going. Ask individuals to share their success stories and their visions for their teams through the use of analogies, pictures and images. Identify behaviors to emulate by using stories. Invite your top performers to be interviewed in a talk show program format by an experienced moderator. Panels of this nature are usually an effective way to convey stories around best practices and lessons learned.

Elise Margol is the instructional design manager at Accelerated Business Results.


View the original article here

Wednesday, April 8, 2015

Sales Coach

Sales Coach South Yorkshire

An excellent opportunity has arisen within the cutting edge, vibrant business who are experiencing significant growth and expansion. They are looking to appoint an experience Sales Coach for their new site in South Yorkshire.

Reporting into a Head of L&D you will be working alongside another Sales Coach to partner closely with the Sales Manager's in the support and development of their teams in all areas of the Sales process. This will include working closely with sales managers to identify the on-going training needs of newly inducted trainees and existing staff and providing one to one coaching and support on a daily basis.

The right candidate will be a creative and personable individual with a collaborative and credible working style who can equally work closely with Sales trainers to provide feedback and support on requirements within the organisation in line with sales training needs.

If you are interested in this HR role please apply by clicking on the link below or contact Ashley Kate HR for further details.

Ashley Kate HR specialise exclusively in HR recruitment, nationwide for temporary, contract and permanent HR roles. We give equal priority to our candidate and client relationships and ensure we deliver a highly professional HR consultancy service at all times.

To find out more about us please visit our website at http://www.ashleykatehr.com/
Join the Ashley Kate HR LinkedIn group at http://linkd.in/HRProfessionalsNetworkUK
And follow us on Twitter at http://www.twitter.com/AshleyKateHR

Ashley Kate HR operates as a Recruitment Agency for the provision of permanent candidates and as a Recruitment Business for the provision of temporary candidates.

LocationSouth YorkshireSalary£24,000DurationPermanentReference13365 PSCBContact NameRecruiters

An excellent opportunity has arisen within the cutting edge, vibrant business who are experiencing significant growth and expansion. They are looking to appoint an experience Sales Coach for their new site in South Yorkshire.

Reporting into a Head of L&D you will be working alongside another Sales Coach to partner closely with the Sales Manager's in the support and development of their teams in all areas of the Sales process. This will include working closely with sales managers to identify the on-going training needs of newly inducted trainees and existing staff and providing one to one coaching and support on a daily basis.

The right candidate will be a creative and personable individual with a collaborative and credible working style who can equally work closely with Sales trainers to provide feedback and support on requirements within the organisation in line with sales training needs.

If you are interested in this HR role please apply by clicking on the link below or contact Ashley Kate HR for further details.

Ashley Kate HR specialise exclusively in HR recruitment, nationwide for temporary, contract and permanent HR roles. We give equal priority to our candidate and client relationships and ensure we deliver a highly professional HR consultancy service at all times.

To find out more about us please visit our website at http://www.ashleykatehr.com/
Join the Ashley Kate HR LinkedIn group at http://linkd.in/HRProfessionalsNetworkUK
And follow us on Twitter at http://www.twitter.com/AshleyKateHR

Ashley Kate HR operates as a Recruitment Agency for the provision of permanent candidates and as a Recruitment Business for the provision of temporary candidates.

Apply now


View the original article here

Sunday, April 5, 2015

Learning & Development Officer, Maternity Cover (up to 12 months)

Learning & Development Officer, Maternity Cover (up to 12 months) Windor, Berkshire

Purpose of Role
The L&D Officer will support service delivery through the design, implementation and delivery of practical training programmes for new and existing employees across the business and support implementation of business strategy.

Key areas of role and responsibilities:

Coordinate training plans across the business for new and existing employees;Carry out training needs analysis (TNA) as requested (by project office, line managers, senior managers and directors) and identify learning needs for roles across the business (including system builds and projects);Design, build and deliver training interventions to suit training needs identified across the business;Plan and deliver generic induction training plan(s) to new employees;Deliver skills based training (including generalist induction courses) to customer services and sales roles within the online “Express products/services” teams;Facilitate training sessions where delivery subject is not familiar (using a subject matter expert within the business team to assist with delivery and / or technical content);Deliver regulatory / legal training in accordance with business strategy (Anti-Money Laundering / Data Protection)Ensure timely and accurate general administration and record keeping of training activities on ADPDuties & Responsibilities

Implementation and Delivery:

Training Plans

To create and communicate training plans for frontline customer service team, private client services team (in-bound sales and dealing) and operations & payments (back-office) teams;

Customer Services

To deliver practical Customer Service training sessions to best practice standards (e.g. CIPD) through one-to-one or group sessions (for both frontline Customer Service and Operations based staff)

Sales (including Dealing)

To deliver generic sales training for Corporate Express and Private Client Services teams (e.g. Revenue generating teams)

Induction Training

To deliver initial induction/orientation training for all new startersTo coordinate and deliver new starter programme courses during in accordance with the agreed SLA’s To ensure all relevant training milestones and activity is completed to agreed standards

Regulatory / Legal Training

To support the delivery of AML (Anti Money Laundering) and DP (Data Protection) training and any associated regulatory training as required for different parts of the businessTo support HR with the delivery of required HR legislative training to management teams

Record Keeping

To maintain a Learner Management System (LMS) via ADP systemsTo keep timely and accurate records of all training completed

Skill and Expertise

CIPD (Certificate in Training Practice) or equivalent training qualificationPrevious experience working within the financial services sector (FS / banking / insurance / FX payments)Previous experience working for a SME within a L&D training role (delivery)Confident and articulate presentation skills / group training (up to 10 people per session)Ability to work with minimal supervisionAbility to build effective relationships with team members and managementAn in depth knowledge of L&D gained through both experience and understanding of current theories

About HiFX
HiFX provides unrivalled foreign exchange and international payment services to businesses and private individuals around the globe. To date we have transferred over £100 billion on behalf of our clients and are one of the world’s leading foreign currency specialists – trusted by over 5,000 companies from 100 industry sectors and assisting 75,000+ private individuals each year. For more information about our products and services please visit www.hifx.co.uk

We remain passionate about what we do and our people are at the centre of everything that we do. HiFX currently employs 210+ employees across its offices spanning the UK, Europe and Australasia.

We believe that we have a compelling employment proposition, offering attractive salaries, benefits and opportunity for career development. HiFX is proud to feature amongst the UK’s best companies to work for in 2006/07/08 and 2014.

Interested?

Please submit your CV and covering letter to our in-house recruitment team via the 'Apply now' link below.

LocationWindor, BerkshireSalary£26,000-£30,000 per annum, up to 20% bonus + benefitsReferenceHiFXLDOContact NameRecruitment

Purpose of Role
The L&D Officer will support service delivery through the design, implementation and delivery of practical training programmes for new and existing employees across the business and support implementation of business strategy.

Key areas of role and responsibilities:

Coordinate training plans across the business for new and existing employees;Carry out training needs analysis (TNA) as requested (by project office, line managers, senior managers and directors) and identify learning needs for roles across the business (including system builds and projects);Design, build and deliver training interventions to suit training needs identified across the business;Plan and deliver generic induction training plan(s) to new employees;Deliver skills based training (including generalist induction courses) to customer services and sales roles within the online “Express products/services” teams;Facilitate training sessions where delivery subject is not familiar (using a subject matter expert within the business team to assist with delivery and / or technical content);Deliver regulatory / legal training in accordance with business strategy (Anti-Money Laundering / Data Protection)Ensure timely and accurate general administration and record keeping of training activities on ADPDuties & Responsibilities

Implementation and Delivery:

Training Plans

To create and communicate training plans for frontline customer service team, private client services team (in-bound sales and dealing) and operations & payments (back-office) teams;

Customer Services

To deliver practical Customer Service training sessions to best practice standards (e.g. CIPD) through one-to-one or group sessions (for both frontline Customer Service and Operations based staff)

Sales (including Dealing)

To deliver generic sales training for Corporate Express and Private Client Services teams (e.g. Revenue generating teams)

Induction Training

To deliver initial induction/orientation training for all new startersTo coordinate and deliver new starter programme courses during in accordance with the agreed SLA’s To ensure all relevant training milestones and activity is completed to agreed standards

Regulatory / Legal Training

To support the delivery of AML (Anti Money Laundering) and DP (Data Protection) training and any associated regulatory training as required for different parts of the businessTo support HR with the delivery of required HR legislative training to management teams

Record Keeping

To maintain a Learner Management System (LMS) via ADP systemsTo keep timely and accurate records of all training completed

Skill and Expertise

CIPD (Certificate in Training Practice) or equivalent training qualificationPrevious experience working within the financial services sector (FS / banking / insurance / FX payments)Previous experience working for a SME within a L&D training role (delivery)Confident and articulate presentation skills / group training (up to 10 people per session)Ability to work with minimal supervisionAbility to build effective relationships with team members and managementAn in depth knowledge of L&D gained through both experience and understanding of current theories

About HiFX
HiFX provides unrivalled foreign exchange and international payment services to businesses and private individuals around the globe. To date we have transferred over £100 billion on behalf of our clients and are one of the world’s leading foreign currency specialists – trusted by over 5,000 companies from 100 industry sectors and assisting 75,000+ private individuals each year. For more information about our products and services please visit www.hifx.co.uk

We remain passionate about what we do and our people are at the centre of everything that we do. HiFX currently employs 210+ employees across its offices spanning the UK, Europe and Australasia.

We believe that we have a compelling employment proposition, offering attractive salaries, benefits and opportunity for career development. HiFX is proud to feature amongst the UK’s best companies to work for in 2006/07/08 and 2014.

Interested?

Please submit your CV and covering letter to our in-house recruitment team via the 'Apply now' link below.

Apply now


View the original article here