Professional Documents
Culture Documents
2. E
mployee engagement: increasing commitment to job,
team and organization
The top five driving forces that directly impact the work
of employees and their managers are: increased global
competition, focus on the customer, operating efficiencies, the
accelerating pace of change and the need for innovation.20
Organizations must equip frontline managers with the
knowledge and skills they need to manage, coordinate and
lead change. In Reaching and Changing Frontline Employees,
T.J. Larkin and Sandar Larkin write that it is frontline
supervisors, not senior managers, who are the opinion leaders
within the organization which makes them critical to the
success of any change effort.21
Senior leadership and middle managers must provide new
first level managers with the right type and amount of
information that will help them assess and understand the
changes that are occurring within the work environment and
the organization. If they are to succeed, they must be provided
with the right type of training followed up by opportunities to
apply what they learn on the job as they communicate, guide
and manage the change.
5. P
erformance management: driving results and
business impact
Transition to Management
Management Basics
Setting Goals/Expectations
Business Acumen
Communication Skills
Compliance/Legal
The Management
Lifecycle
Keeping teams
on course
Leading Change
Career Development
2. T
ailored content: conveying organizational vision
and values
On the horizon
Beyond the classroom: when instructor-led training is not enough
Getting instructor-led management training right is crucial as the first step in driving business productivity. Enabling ongoing
learning and development beyond the classroom is the next. We know that formal training represents only the tip of the
iceberg in terms of how people learn.
Xerox Learnings solutions approach to a holistic learning and
development program requires three categories or modalities of
learning formal, agile, and social:
Formal learning: We know what you need.
Traditional objective based learning, conducted live and in
person, live and virtual, or self-paced via the web.
Agile learning: Ill find what I need.
On-demand, portal-based learning with a premium on speed
of access, learner convenience, and self-direction.
Social learning: Together, well develop what we need.
Technology-enabled (Web 2.0) peer-to-peer learning that
takes place while people are conversing, connecting, and
reacting/critiquing.
These three elements of learning can be integrated via a web-based portal that maximizes workplace learning in a world in
which the standard user experience has been redefined by Google and Facebook.
References
1. Learning and Development Roundtable Identifies New Strategies for
Improving Frontline Management and Performance. Business Wire.
September 27, 2007. http://www.allbusiness.com/company-activitiesmanagement/management-business/5282310-1.html
2. Hill, Linda A. The Challenge of Exercising Authority excerpt from
Becoming a Manager: Mastery of a New Identity. 2004. Gale Group.
http://findarticles. com/p/articles/mi_m1365/is_n5_v23/ai_12937535/
print?tag=artBody;col1
3. Ballenstedt, Brittany R. Stronger Training Urged for Front-Line
Supervisors. June 26, 2007. Government Executive.com. http://www.
govexec.com/story_page. cfm?articleid=37301&dcn=top5
4. Leadership Development Roundtable. The Rise of the Informal People
Manager. Corporate Executive Board. http://hr.insight.executiveboard.
com/ArticleSummary.aspx?article=9ac3c374-e351412e-aaab1c1db685c986&practice=29f4f39b-d11e-4c80-b249-ff6fdaaa3827
5. Ibid.
6. Chartered Institute of Personnel and Development (CIPD). Learning
and the Line The Role of Line Managers in Training, Learning and
Development. March 2007.
7. OLeonard, Karen. 2008 Talent Management Factbook Global Trends,
Facts and Strategies in Corporate Talent Management. June 2008. Bersin
& Associates Industry Study V1.0
8. Lamoureux, Kim. High Impact Leadership Development Market
Overview and Executive Summary. September 2007. Bersin & Associates
Industry Report, V.1.0. http://www.bersin.com/Lib/ Rs/ShowDocument.
aspx?docid=10336094&ref=ml
9. Ibid.
10. Hill, Linda A. The Challenge of Exercising Authority excerpt from
Becoming a Manager: Mastery of a New Identity. 2004. Gale Group.
http://findarticles. com/p/articles/mi_m1365/is_n5_v23/ai_12937535/
print?tag=artBody;col1
11. Corporate Leadership Council. Driving Performance and Retention
Through Employee Engagement Executive Summary. 2004.
www. corporateleadershipcouncil.com
2015 Xerox Corporation. All rights reserved. Xerox and Xerox and Design are trademarks of
Xerox Corporation in the United States and/or other countries. AC140180. BR12962
12. Ibid.
13. Chartered Institute of Personnel and Development (CIPD). Learning
and the Line The Role of Line Managers in Training, Learning and
Development. March 2007.
14. Corporate Leadership Council, Driving Performance and Retention
Through Employee Engagement. 2004 Corporate Executive Board.
15. Melcrum. Front-Line Manager Communication Study.
http://www.crainc.com/archives/front-line-manager-communicationstudy/>
16. Ibid.
17. Corporate Leadership Council. Driving Performance and Retention
Through Employee Engagement - Executive Summary. 2004.
www. corporateleadershipcouncil.com.
18. Johnson, Larry. Reducing Employee Turn-over: What Every Manager and
Supervisor Should Know. 2005.
http://larry-johnson.com/reducing-employee-turnover. shtml.
19. Larkin,T.J. and Sandar Larkin, Reaching and Changing Frontline
Employees, Harvard Business Review (May/June 1996), 102.
20. AMA. Leading into the Future. A Global Study of Leadership: 2005
2015. http://www.cmctraining.org/reg/wp/HRILeadershipSurvey.pdf
21. Larkin,T.J. and Sandar Larkin, Reaching and Changing Frontline
Employees, Harvard Business Review (May/June 1996), 102.
22. Chartered Institute of Personnel and Development (CIPD). Learning
and the Line The Role of Line Managers in Training, Learning and
Development. March 2007.
23. OLeonard, Karen. 2008 Talent Management Factbook Global Trends,
Facts and Strategies in Corporate Talent Management. June 2008.
Bersin & Associates Industry Study V1.0
24. Bersin & Associates. The Role of a Learning Culture In 2008. January
30, 2008. http://bersin.wordpress.com/2008/01/30/the-role-of-alearning-culture-in- 2008/