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	<title>Maverick Mastery® &#187; CIPD report</title>
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		<title>Future Leaders in jeopardy as learning and development falls off radar</title>
		<link>http://maverickmastery.com/talent-management/future-leaders-in-jeopardy-as-learning-and-development-falls-off-radar/</link>
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		<pubDate>Mon, 24 Nov 2008 09:46:29 +0000</pubDate>
		<dc:creator>Judith Germain</dc:creator>
				<category><![CDATA[Press Releases]]></category>
		<category><![CDATA[Talent Management]]></category>
		<category><![CDATA[CIPD report]]></category>
		<category><![CDATA[Learning and Development]]></category>

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		<description><![CDATA[Organisations are failing to see learning and development issues as a key strategic priority and as a result are preparing the business for a future without adequately trained management, according to specialists at leadership development company Dynamic Transitions. (more)]]></description>
			<content:encoded><![CDATA[<p class="MsoNormal" style="text-align: left;"><em><strong><em>Organisations are failing to see learning and development issues as a key strategic priority and as a result are preparing the business for a future without adequately trained management, according to specialists at leadership development company Dynamic Transitions.</em></strong></em></p>
<p class="MsoNormal"><span lang="EN-US">In response to the release of the <em>CIPD Research Insight – Supporting, accelerating and directing learning implications for trainers</em> report, Dynamic Transitions MD Judith Germain spoke out at the failure of senior management to take accountability for learning and development of employees and highlighted the need for employees to take responsibility for their own learning.</span></p>
<p class="MsoNormal"><span lang="EN-US">According to the CIPD report, 60% of HR managers believe that top managers do not see learning, training and development activities as strategic and Germain argues “it is the senior management’s responsibility to ensure that strategy is clear so the whole organisation can work towards common objectives, and that any investment in training is closely aligned to the organisation’s talent management programme”.</span></p>
<p class="MsoNormal"><span lang="EN-US">And with 52% of HR managers believing that employees do not take ownership for their learning, Germain suggests that it is the responsibility of both managers and employees to make sure that the right skills are available within the workforce, if the organisation is to survive.</span></p>
<p class="MsoNormal"><span lang="EN-US">“It is increasingly important that employees ensure that they are employable as well as recruitable and to do this they need to be continuously learning and taking responsibility for their learning – if not they will soon find themselves on the redundancy list”, warns Germain, who fears that some of the most talented employees may be unnecessarily lost amidst the surge of job losses rippling through the country as the credit crunch continues.</span></p>
<p class="MsoNormal"><span lang="EN-US">“The future of any organisation depends on the development and retention of its most talented employees and senior management need to realise that learning, training and development are absolutely critical in preparing their most talented employees for their future roles within the business”, adds Germain.</span></p>
<p class="MsoNormal"><strong><span lang="EN-US">You can find out more about managing talented employees by downloading ‘Understanding Mavericks in the Workplace’ from www.developing-leadership.com/leadership-whitepapers.html. For further information or to find out more about Dynamic Transitions visit www.developing-leadership.com.</span></strong></p>
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