Learning Conversations, Workplace Trends, and Professional Integrity

Each Friday, RPS highlights five popular news stories from the world of training professionals. Visit our blog each week to see which stories were trending amongst your industry peers.

Learning Conversations: Opportunities to Share Tacit Knowledge by Kelcie Tacchi
Tacit knowledge can be difficult to capture because it’s not easily codified or stored in repositories. However, if your organization is diligent about creating outlets for person-to-person knowledge sharing, it is possible not to allow valuable knowledge to slip by unnoticed. One way you can take action is to stop reinventing the wheel; recognize that there are experts across your organization who likely are dealing with similar, if not the same, challenges. Network and locate them, and begin to form relationships. The more relationships you form, the more frequently you will informally (and formally) exchange knowledge and learning with others, the faster you will learn, and the quicker you will be able to address challenges you encounter.

The Top Workplace Trends of 2013 by Dan Schawbel
This year, through primary research through my company and secondary research by a variety of trusted sources, I’ve tracked ten major workplace trends affecting the world of work. They focus on the generational shift, the rise of freelancing, the skills gap and more. From a professional perspective, understanding these trends will give you the leg up as you make career choices. From the corporate perspective, these trends will help you make more informed business decisions.

CLO Media
Can Better Development Save a Disgruntled Workforce by Joe Ungemah
The professional landscape is at a point where most companies need to demonstrate long-term commitment to their employees. Leadership development is the answer. Despite increased investments, less than 40 percent of organizations report necessary improvements in leadership development programs, according to a 2013 report titled “Building Senior Leaders for the New Work Environment” by the Corporate Executive Board, or CEB. Professionals working in talent management are on a collision course between companies needing to reinvest in development and a disgruntled workforce waiting for the opportunity to jump ship.

Training Journal
CIPD: Managers in Denial about Low Levels of Trust in their Organisations by Seun Robert-Edomi
More than one in three employees report that their level of trust in senior managers is weak (34 per cent). That’s according to the latest research by the CIPD, which is based on a survey of nearly 3,000 employees, across the private, public and voluntary sectors, in roles ranging from front line staff through to senior managerial roles. Trust between employees and senior managers appears to be particularly weak in the public sector, but strong in the voluntary sector. More interestingly, the survey also found that trust ratings increase with an employee’s seniority, with senior managers much more likely to report strong trust between employees and senior management than non-managerial workers.

Training Magazine
Integrity: A Non-Negotiable Skill by Kathleen Brush
Should bosses get integrity passes because their behaviors are ordinary? How about employees following in their footsteps? Do they get an integrity pass, too? In the book, “The (Honest) Truth about Dishonesty,” Duke University professor Dan Ariely notes that people are more likely to cheat or lie if others are cheating or lying. The boss as the role model is a perfect trendsetter for lying and cheating. Well, then, the employees have to get an integrity pass, and so do the ones who are inspired by their colleagues lying and cheating.

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