Respecting Our Generational Differences

Do you have multiple generations at your workplace? Do you recognize generational differences as a source of business value? You should. There are real profit opportunities embedded in today’s age-diverse workplace. Successfully blending generations is about cultivating a broader spectrum of talent that results from all of the people in your organization.

Mary J. Murphy joins TeamLMI

For immediate release

Mary J. Murphy, an accomplished professional with over 20 years’ experience in business, consulting and marketing has joined TeamLMI as a Senior Consultant. Ms. Murphy has experience in all facets of marketing and sales, including strategic planning, business process improvement, advertising, and public relations campaigns.

Employee Engagement Is Still a Goal, Warns Study

An Employee Engagement Report by global consulting firm BlessingWhite indicates that even though most employees express positive feelings about their work, their employers, and their managers, less than one-fifth are fully engaged in their work, according to an announcement regarding the study.

"Engaged employees are not just happy or proud. They are what we call ‘enthused and in gear,' focusing their talents to make a difference in their employer's success," explained Christopher Rice, BlessingWhite president and chief executive. "We found that only 18% of survey respondents had all the pieces of this engagement puzzle in place."

Kirkpatrick Level 4 Development

Kirkpatrick's Four Levels for Evaluating Training Programs

Evaluating Training Programs
by Donald L. Kirkpatrick

In his book, Don Kirkpatrick set the standard for training evaluation, and ever since, dedicated training professionals have used his Four Levels model for evaluating the impact of their work. The author segments the entire training and development industry into four levels.

These levels are:

Level 1 - Evaluate Reaction:	Those programs or activities where the effectiveness is evaluated based on the participants reactions or satisfaction with the activity.
Level 2 - Evaluate Learning:	Those programs which can be evaluated on participants improved knowledge or increased skill.
Level 3 - Evaluate Behavior:	Those programs which may include activities from both Levels 1 and 2 but are evaluated on whether participants accomplished desired change.
*Level 4 - Evaluate Results:*	Those programs which are defined and evaluated by measurable results which are congruent with organizational goals.

In Kirkpatrick's four-level model, each successive evaluation level is built on information provided by the lower level.

LMI is a Level 4 organizational development company.

Special Events

Give the gift of time! Time Management Workshop

Focus on What Matters Most in 2012 The Benefits for You Take advantage of a recovering economy by investing in yourself and your success. This workshop is a targeted event designed to...

Why Goal Setting Matters

Research suggests that 95% - 97% of the people in the world do NOT have written goals and fail, while 3-5% have written goals and succeed
Goal Setting is a powerful way to build self-confidence and self-esteem
Fear of Losing - Many people do not set goals because they are afraid they will be criticized for not reaching them
Fear of Winning - Odd as it may seem, some people do not set goals because they fear success
"I find it fascinating that most people plan their vacations with better care than they plan their lives. Perhaps it's because escape is easier than change" - Jim Rohn

Why Management Training?

Only 17% of managers are effective at getting results--most struggle to balance short and long term responsibilities¹
According to a recent 20 year study involving over 800 people, employees with competent management are 30% less likely to develop heart disease²
Only 15% of managers have any management training and yet are held accountable for the performance of others
Management training is often subjective, sometimes even negative and destructive, and not validated by scientific evidence
An evidence-based model for effective management exists and it can be learned¹

¹Hall, J. (1988). Models for management: The structure of competence: Classic theories and facts about managing people
²Kivimaki M, Ferrie JE, Brunner E, Head J, Shipley MJ, Vahtera J et al., (2005). Justice at work and reduced risk of coronary heart disease among employees: The Whitehall II Study.

Why Testing Matters

A recent McKinsey & Company study noted, “A” performers are 50-100% more productive than “C” performers. So, how does an employer identify potential “A” performers? By testing them with The Achiever.

What Manager's Want¹...

Violent/Bizarre Behavior - 54%
Personality Traits - 52%
Work Habits - 48%
Reason for leaving previous employer - 44%
People skills - 43%
Overall Impression - 35%
Special skills - 34%
Salary History - 30%

1 Society for Human Resource Management Survey of 1,331 Personnel Managers