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This is a phrase I hear most often at work – we all have increasing pressures and often struggle to be as effective as possible in a shorter period of time to ensure we have a healthy work-life balance. We have hired the services of an external facilitator to offer support in this for academic staff as part of the BRAD programme.
When I undertook the CROS and PIRLS surveys with staff back in the Summer and when consulting on what sessions would be most valuable for our academic community via the blog, the recurrent theme was better time management to improve work life balance. You sometimes have to invest a little time to free up more later on – the session on Weds 16th October 1-5 on Talbot campus is a worthwhile investment. I have attended this workshop facilitated by Margaret in the past and it offers extremely valuable tips on how to manage one’s time etc. Hi Edwin, this session was advertised with all of the other BRAD ones from early Sept on the blog and our BU Staff Dev webpages and and has been featured on the portal. Its good feedback to know that none of these have reached you until now and I will explore other methods of dissemination for future sessions. Time management is not something most instructors spend time covering in their courses, and yet it is often cited as one of the biggest student obstacles. It seems as though there is a significant disconnect between how students and instructors rank students’ overall time management success. If they need it, provide your students with a detailed checklist or rubric for more complex assignments. Instructors can often tell when a student has rushed — even within different places in the same assignment. What tips do you have for fellow educators looking to improve their students’ time management skills in the classroom?
I always have a specific schedule on my mind but many things distract me or get in the way, Although the distractions are not always negative things. Progressive Deadlines – If you are constantly faced with missing deadlines because your staff turns in work late, you need to establish progressive deadlines.
For example, if you have a marketing pitch to prepare, assign a due date for the first draft, the second draft with statistics, the third draft with images, and the final draft. Keep a Log – One of the best ways to improve employee productivity is to show the members of your team how efficient or inefficient they are. This way, you and your staff can compare how long it takes each individual to complete the same or similar tasks. Manage Personal Time – Many employees find it difficult to concentrate on a certain task for an extended amount of time. Therefore, they end up wasting the company’s time by checking e-mail or social media pages, texting their friends, or conducting personal business, such as paying bills online.
For those employees that are the least efficient, consider installing tracking devices on their computers to encourage them to focus on work. A manager needs to learn how to improve the team’s time management skills in order to promote a better workflow and get the job done. Mark Williams is a learning and development professional, using business psychology and multiple intelligences to create fascinating and quickly-identifiable learning initiatives in the real-world business setting. London UK, 25 May 2016: New independent research from Towards Maturity, supported by Kallidus, reveals that the retail sector may be wedded to formal learning and has yet to explore the benefits of social and informal learning despite its growing commitment to investing in learning technologies and building its internal learning team. What can today's learning leaders teach us about using evidence to support performance and capability? Louise Pasterfield from Sponge UK explores Towards Maturity data to uncover practical ideas that could inspire change in your organisation.Induction matters. Mindset, behaviour, values and the ability to reflect, change and grow are all valuable characteristics - but are they being nurtured?While it's easy to slip on the rose-tinted glasses when looking at the challenges of business 20 years ago, it's fair to say that the landscape has significantly shifted in the last couple of decades. This could be as simple as talking about time management in new employee orientation and discuss cultural approaches to managing time. Let’s face it, some people are more easily distracted than others so it is important to identify any controllable distractions that might hinder an employee’s productivity. For example, if the office has canned music, make sure it is music conducive to productivity and not naturally distracting.
For example, you may not want to put the accounting office on a main drag hallway that gets a lot of foot traffic and hallway conversations. According to Piles-to-Files the average worker loses at least one hour of productivity each day due to disorganization! Providing specific office organization training for employees can help reduce or eliminate this waste. Help employees get a system that works for them and encourage them to maintain that system.
We are all busy and it is sometimes difficult to allocate specific time to computer training but there can be significant lost time when someone tries to figure out a new software program or perhaps an upgrade to a software program without the proper training. Make it standard practice to not roll-out any new software product without first training the users. Enter your email below to receive FREE articles to help you manage your organization better! Dr Margaret Collins has a 20+ year academic career background and uses her experience and subsequent training in theories such as Neuro-Linguistic Programming to deliver advice on how to increase personal effectiveness in these areas. There are limited spaces so please do ensure you get one by booking on the Organisational and Staff Development webpages. I will request for future sessions that the date be held at a different time of the year if that is helpful.
We asked hundreds of instructors and college students to reveal just how confident they are in student time management skills. While still somewhat low, this is significantly higher than instructors’ response of 4%. As with any obstacle, the first step is addressing the issue at hand and ensuring that instructors make their expectations of quality known.
For example, if your students are turning in underdeveloped research papers, consider requiring checkpoints such as outlines and first drafts.
When you notice these changes in the quality of students’ work, be sure to let them know.
Assigning tasks, delegating, and making sure everything is done properly and on time is a hard job all on its own.
It’s obvious that when assigning work, you need to provide a due date, however, a great tactic to employ is to give multiple deadlines. Assigning multiple deadlines makes your employees work on the project continuously, versus waiting until the final due date and running out of time.
If one person completes a job in two hours, while the other does it in four, you can set up a plan to improve their performance and help that team member become more productive.


Instruct your employees that these activities are only allowed on their official breaks and not during working hours. Mark’s role at MTD is to ensure that our training is leading edge, and works closely with our trainers to develop the best learning experiences for all people on learning programmes. However, they provide a great opportunity for constructive reflection.Everyone loves winning awards. Organisations are becoming more team-based, with flatter and less hierarchical structures that see five generations working together - often dotted across different locations, using technology to connect and work. This includes demonstrating the negative consequences of poor time management practices and letting students know when there is room for improvement. This will get students into the habit of including these integral steps. If a student believes he or she can get by with doing work last minute, they will be poised to do so. Some students may not be aware that this comes through their work so clearly, and this may encourage them to be more conscious of their efforts.
Mark designs and delivers training programmes for businesses both small and large and strives to ensure that MTD’s clients are receiving the very best training, support and services that will really make a difference to their business. Organisations with effective induction are more likely to retain their new recruits for longer.
The process also enables learning professionals to reflect on five key issues that impact on designing and delivering a modernised learning strategy. We hope that our contribution will help shape an environment where real-world research informs organisational improvement.
Although your ideas may be compelling, it's not easy to execute a plan without support, co-operation and collaboration from peers, stakeholders and business leaders. Therefore, it’s imperative for supervisors to learn how to improve employees’ time management skills to improve productivity and efficiency.
Entering awards can be a daunting and time-consuming process - an additional task on top of everyday work.
They get new employees up to speed quicker and help them reach their performance goals earlier.In its 2014 report about on onboarding, Aberdeen Group found that 68% of companies had no formal process in place. They not only need to meet fundamental business targets, but must be dynamic problem solvers who know how to roll with (constant) change.Leadership and management skills really matter - and this includes mindsets, behaviours, values and the ability to reflect, change and grow.
It provides L&D teams with the perfect chance to step back and think about what has led to current organisational successes, before sharing those stories and successes.There is nothing more satisfying at work than thinking over your recent activities and realising that there is a lot to be proud of! We'll be digging into Towards Maturity's data to see what it tell us about changes in onboarding practice, as well as picking out some practical ideas that could inspire change in your own organisation. Seek, support and develop leaders right and you'll have more engaged, productive, and profitable businesses.
Top performing L&D teams are 3-5 times more likely to be delivering improved productivity and agility today and have much to teach us. I have had the pleasure of working with them and their customers for a number of years and have seen first hand their commitment to identifying and sharing great practices that really work. Only 13% of retailers are investing in blended learning while the average across all sectors is double that figure (26%), with top learning companies nearly three times more likely to be using blends than retail companies (35%).
So it's no wonder that companies spent nearly $31 billion on leadership programs last year. It provides contemporary measures that focus on performance improvement and great tactics that help L&D teams become more responsive to the changing needs of business. This research highlights the fact that L&D teams must develop new mind-sets and skills, quickly. This may be due to a lack of required skills and knowledge, as the research indicates over half lack the confidence in incorporating new media in learning design and only 4% believe their L&D teams have the skills for facilitating collaboration. Benchmarking can help you get started on your way to winning and help you clarify what's been successful - here are 6 perfectly valid reasons to use it.How benchmarking can helpWe are not promising that benchmarking will definitely lead to trophies in the cabinet. It leverages the data of its in-depth Benchmark Study, the largest learning technology benchmark in Europe. What is more 71% do not believe that their own staff lack skills to manage their own learning.
Secondly, the scale of the work ahead, as 95% of respondents want to improve induction with only 39% meeting that goal. Also, just 23% agree that their L&D teams have the skills to use technology for business advantage. These are tried and tested approaches that we've used in partnership with our clients to produce effective and award-winning learning interventions that deliver impactful change.1. With such a big gap between aspiration and performance, the induction challenge seems daunting but there is evidence that learning innovation is turning the tide. Here are six compelling reasons why benchmarking can help turn the possibility of being an award winner into a reality:1.
These aren't the only source of future leaders, of course, as many other potentials are already in-house, out there to be recruited or returning to work after having children. The Towards Maturity benchmarking process gets organisations, and L&D in particular, thinking on the right track. Incredibly, ‘Top Deckers' are 50 times more likely than the lowest performers to improve talent strategies to keep their best people. However, the world of work is changing and organisations are increasingly looking for more modern approaches to learning that support the fast-moving world of work and the needs of an increasingly digital workforce. The vast majority we talked with were frustrated by the lack of transfer back to the job after managers had participated in training. It’s a great place to start, if you want to establish a strong foundation for change.
Work with the subject matter expert or the business customer to identify the main objective of the programme. Our research with employees in this sector shows that staff are more able to learn for themselves than L&D give them credit for. Using real life ideas can help inspire new approaches that will make a difference in your own situation.
This will not only help you design the programme, but will also help you measure its effectiveness. It's very easy in today's busy world to not make time for reflection, yet reflection is critical to success. Inspiration by example We've identified four techniques used by organisations in their induction programmes that relate to the tactics of the top performing organisations highlight in the Towards Maturity Industry Benchmark Report. First, it seems there's a lack of measures put in place for management and leadership training. The purpose of the Show is to inform and inspire L&D professionals to improve not just their personal performance but that of their organisation.


They are three times more likely to use benchmarking as a performance improvement tool - benchmarking against the tactics that improve performance. By benchmarking you enable yourself to reflect, take stock and focus on the activities that really make a difference.2.
While every organisation is different, examples of good practice and innovation in other companies can offer inspiration for change.
Secondly, it seems that the learning strategy many apply to management and leadership training is often out of sync with the audience's needs. By reflecting on and analysing organisational performance, activities and practices, L&D can identify organisational strengths and areas of high performance. The leading sports retailer has been providing online onboarding since 2013 with more than 25,000 employees, across the 19 countries going through the programme. Data from Towards Maturity reveals that 83% of new starters like to learn at their own pace, with 44% using their own mobile to learn.With this in mind, Sports Direct used the Adapt multi-device responsive elearning framework for its online content.
Receive your Personalised Benchmark report analysing current performance and tailored action plans valued at £300 - free until 15 July.
Just as importantly, benchmarking identifies weaknesses and those areas of low performance. It means employees can access the elearning on a smartphone or tablet, giving them maximum flexibility. You can read more about Sports Direct's approach to induction in Inside Learning Technologies & Skills magazine. Only 39% offer mobile content, and 30% have no plans to implement social media for leadership development.
It's no wonder then, that there is a lack of transfer from learning to doing, if the learning doesn't fit in with everyday lives and habits in the first place and isn't focused on supporting performance there and then. Towards Maturity data reveals that 87% of Top Deck organisations agree that top managers are involved in promoting learning, compared with an average of 37%.UK infrastructure company, Story Contracting features a video message from the company owner and Chief Executive, Fred Story in its new online induction.
This isn't to say there aren't some great examples of modern, blended, performance-focused leadership development - there are some cited in Towards Maturity's paper. The not for profit organisation champions better work and working lives and has been setting the benchmark for excellence in people and organisation development for more than 100 years. Pinpointing strengths and weaknesses enables L&D and business leaders to really hone in on performance. What can we learn from these?How leadership solutions can #makeithappenIt's time to close the gaps and deliver the type of learning solutions that will engage and really help leaders.
Reinvent the InterventionIn the ‘Aim for Action' step you established a reason for implementing your learning programme. To really help them, we need to offer easy to find performance support that is genuinely useful and relevant to leaders and managers' points of need.
Benchmarking does what it says: it provides organisations with a benchmark to measure themselves against others. New staff and partners joining Specsavers are able to earn a virtual coin by completing the company's new induction course.
You can use it to see how you are performing on various aspects of organisational practice compared to others.
The business then makes a real cash donation to the charity chosen by employees in proportion to the number of virtual coins earned.You can read more about the Specsavers' approach here. But we also need to help develop those deeper skills and behaviours in ways that fit with leader's (crazy) lifestyles. Since 2003, over 4,500 organisations and 23,000 learners have contributed to Towards Maturity's leading benchmarks. For example, have you properly embraced mobile learning and are reaping the kinds of benefits that some organisations are enjoying? As a baseline, that means moving away from solely ‘event' based learning - three-day workshops or long online courses - and embracing more resource or micro-learning approaches that provide short challenges and tasks as nuggets that help build skills and insights over time. What are the top performing companies in the Towards Maturity benchmark doing in terms of mobile learning?
An average of 48% of Benchmark respondents reported that elearning not being tailored sufficiently was a barrier to success.
We would say that providing simulations, interactive videos and meaningful games can make smart use of a leaders' precious time, and build the competence and confidence leadership roles require - so ROI for L&D too.
It can be really useful to know what characteristics top performing companies have in common and what is driving their success.5. United Biscuits (UB), the company behind household names such as McVitie's, Jaffa Cakes and Penguin, wanted to make sure its induction programme was relevant to both new starters and any existing employees who might access the training. UB used video of real employees talking about their jobs to add relevance and authenticity to the content.You can read more about the experience at United Biscuits in HR Grapevine magazine.
Supporting or providing social spaces for informal learning and sharing is key too - the how will depend on who your audience is and how they currently work together.Measurement comes into play here as you have managers, teams, and peers providing tailored feedback about performance and application.
This report gives clear, insightful indicators about your strategy's current strengths and how that compares to your peers.
But leadership and management development is often holistic, and ongoing - like a journey rather than a series of interventions.
The aim is to help L&D professionals focus on one area of action that will help them deliver impact.
To track what tools, learning, and performance support is used by an individual is a bit of a red-herring - especially if you're genuinely offering it up to help them in anyway that works for them.
And, if improving induction is your focus, there are more ideas in Sponge UK's Rough Guide to Induction.
There has to be some bigger, business goals to be measured, alongside the individuals' performance or growth targets, and it might take a little while for the data to come in for these.
Louise PasterfieldManaging Director, Sponge UK Louise has more than 20 years' experience in learning and design and is passionate about making elearning absorbing so staff can apply what they have learned immediately into the workplace.Her interest is in how best to harness technology so people can learn, grow and make a difference to their organisations. In terms of those millennials as future leaders - don't leave it too late before you start developing them.
In Deloitte's report on this generation, Not only is this generation notoriously flighty and ready to up and leave within two years, but 70% of those ready to jump ship cite lack of leadership training as the reason why.
Just think about how that Personalised Benchmark Report will help you deliver better results.Unsure if you are ready?Benchmarking will help you make up your mind if you should enter an award this year or wait until next year when you have had a chance to build further on current successes. So to attract and retain talent, and build leaders of tomorrow, open up those digital, multi-device resources -  simulations, diagnostics, videos, podcasts, tools and more to anyone who's interested.



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