Here are the top news stories in talent & organization from this week.

Best practices for learning and development

Study after study shows that the lack of career advancement or learning opportunities is among the top reasons why employees are likely to resign. This HRZone article covers the best practices for employee training. “Each company is unique, what works for one organization might not work in yours,” the article notes. Here are the top three best practices of employee training, according to the article: 1. Teaching time management for better productivity and efficient use of time and resources. 2. Teaching effective communication, not only among colleagues but those in other departments too, for a steady business flow. 3. Updating skills with effective training programs. “Providing effective training has always been one of the hardest aspects of a business. Take note that humans are complex, and you’ll be dealing with a whole lot of complex minds. As an employer, you have to know how to approach these complex minds and make sure that they learn what has to be learned,” the article concludes.

Embrace complexity for a better employee experience

Speaking of complexity, this Willis Towers Watson piece emphasizes the importance of the employee experience (EX). By effectively embracing the complexity of life and prioritizing the moments that matter, you can help your people and organization thrive. “People are messy things; they have emotions and feelings. That’s why, despite that new, fancy bit of HR tech or that detailed performance management approach, people don’t often behave the way we think they would,” Nigel McNeil writes. “In a digital, ‘always on’, fragmented, diverse and global climate, speaking to our people’s emotions and maintaining the human connection is difficult but vital.” He argues that EX can help connect people to purpose by tapping into their emotional core to build loyalty, excitement and passion. EX can also create the environment and culture that amplifies good emotion, allowing it to flourish. “Recognizing the emotional landscape and complexity of people means we can create human-centric solutions that feel authentic, have a personality and express the essence of the organization,” McNeil notes.

Disrupting from within, with the workforce in mind

According to Randy Mysliviec, managing director of the Resource Management Institute, many business leaders are determined to disrupt their organizational models before someone does it for them. Yet many fail to realize that the best source of transformation is the workforce. “While digital disruptions are inevitable, we all have the freedom to affect change on our terms—starting with human capital,” he writes in a guest opinion piece for CIO Dive. Mysliviec recommends that companies focus on developing and transforming internal talent; leveraging a transitional workforce; and creating a reasonably fast timeframe for change. “To be successful in any new business endeavor, you have to know how to reuse and repurpose talent. Having talent prepared for the future is how we plan for the future and empower talent to enable disruptions,” he writes.

Walking the flexibility talk is key in talent wars

Flexibility as an incentive only works if your employees feel that they can make use of it without hurting their careers, argues Bruce Tulgan in this LinkedIn article. While flexible scheduling, location, pay and employment make for attractive retention tools, they fail to work when a company’s culture doesn’t reflect the values it proposes to new hires. Tulgan gives a hypothetical example of a working mother who established her scheduling flexibility terms from the beginning. “You need to make sure you measure her efforts in the workplace by what matters: the results she is able to produce, her personal accountability, and all the other skills she exhibits in her work, not the irregularity of her schedule,” he writes. Tulgan believes supporting and valuing flexibility are more feasible than they may appear. “Transforming a company culture, or building one from the ground up, is difficult and requires the dedication and effort of everyone within the organization, from the CEO to middle managers all the way down to temps and part-timers—but it can be done,” he writes.

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