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Millennials need good Managers

A client recently complained to me about some of his team being a little less grateful regarding their forthcoming Christmas party for which he is footing the bill.

He is paying for a traditional sit down meal with wine on each of the tables along with the usual Christmas crackers and party poppers. He has done this every year and has organised it again for this year. For many of his staff it is one of the work highlights of their year.

Some staff wanted something very different. They wanted it to be more informal, with a casual stand-up buffet served & available throughout the evening with the opportunity to make their drink choices at the bar. This group was made up entirely of millennials within his workforce. 

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Motivational team events

Prior to running a team day or three, it's worth knowing a little bit about motivation. The psychology is very interesting as we endeavour to run motivational team events.

Daniel Pink has conducted some fascinating studies indicating that (surprise surprise) its not all about money. People are strongly motivated by three key factors: Autonomy, Mastery and Purpose. So to get a great team event going, to hold an event with a great buzz, maybe it's worth thinking about these three factors.

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Running an effective training budget

Have you been here as well?

I'm sure you have heard of the saying 'If you carry on doing what you are doing, you will keep on getting what you are getting'.

Behind the scenes, L&D folk are masking the resistance, working miracles with slashed budgets, doing more and more internal delivery and covering the cracks of inconsistent internal messages from senior leaders delivered to the grass root business levels.
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How to prove that your training budget is effective

Is ROI really that important!?!

Measuring ROI allows a business to ensure its investments are sound. It’s not rocket science to know that if expenditure provides no returns, the business can identify this and react accordingly. In an ideal world, a comprehensive financial plan would be put together to predict return on investment allowing managers to justify a case for further spending. As a previous L&D manager I often found the biggest challenge was getting the business to understand that if everyone was working at full capacity, all doing what only they could do, then that was a good starting point! People not being utilised effectively, or staff being unskilled, reduced the potential of any return because the investment was starting with an un-achievable perspective!

The difficulty lies in being able to make the training budget work and knowing how to prove that training is effective. I found the problem occurs when you try to measure L&D benefits in a purely financial model; which got me thinking - instead shouldn't we be looking at other ways of measuring ROI which can be used in the same way for similar benefits? We don’t do an ROI analysis on office furnishing spend, although furnishing an office is often a huge cost. Maybe there are other ways of looking at ROI for topics such as L&D, office infra structure and other similar areas which support the working environment as a whole.  

This lead me to ask the question, "What does ROI actually mean?"

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