People development white papers by Kepner-Tregoe explore key issues related to managing people through training, human resource development, and critical thinking skills. Managing human resources in a global economy, building critical thinking skills, developing leadership skills are among the topics covered. People management consulting and training by Kepner-Tregoe is grounded in a structured process for managing the human performance system. These white papers draw on over 50 years of experience in building human resource skills and managing people and processes. People development best practices by KT are based on a performance system model that provides a structured approach to integrating new skills as well human resource management.
Developing your people effectively is a competitive advantage in a world of global change. People management, human resource development as well as executive development have been areas of expertise for Kepner-Tregoe for over 50 years. Our people development white papers discuss human resource challenges, structured approaches to developing peopleas well as teams, or issues concerning human resource development or executive development. The workforce training or leadership development challenges of transferring new skills from the classroom or computer screen to the workplace are among the topics addressed.
Contact Kepner-Tregoe for more information about people management solutions, skill development or managing the performance system.
Decision-making happens through conversations—one-on-one, within teams, or in cross-functional groups. Unfortunately, many decision-making conversations end up with people talking at cross-purposes. An agreed upon, step-by-step approach can help leaders transform decision-making conversations from undisciplined exchanges to results-oriented encounters.
The worlds of learning and problem solving have been disrupted: advances in neuro-science, behavioral economics and technology have made for a perfect storm, opening up new opportunities and challenging the conventional wisdom of how we learn and solve problems.
Businesses will soon experience productivity decline from a workforce unprepared and unable to provide the competitive advantage needed to survive in the modern environment. The companies most likely to avoid this less-than-desirable prospect are those “future-proofing” their organizations.
Avoiding the brain drain—what companies can do to lock in talent. This paper offers seven lessons from "retention leaders," those companies with consistently lower than average employee turnovers, and a three-phase approach to becoming a retention leader.
Using examples from a variety of industries, the author demonstrates how aligning four elements accelerate training results. Without alignment, hard-earned training efforts will be considered a failure.
Strategic decision-making determines the future of a business. The author explores the key questions leaders must ask and offers a phased approach to making these all-important decisions and to determining if the right decisions were made.
Training, at least the way many organizations have understood training, is going the way of the dinosaur. The author argues that improved business performance means constant skill development. Results-based skill development is not an act, it is a habit.
This practical article outlines six tried-and-true actions that maximize training results by encouraging employees to change and use new skills. These actions clear the path from training to improved business performance.