How to Optimize Your Organization’s Employer Brand Perception

When asked what they remember from their last training class most employees draw a blank. At best, they might recall a point or two, a mere fraction of the material covered. And when asked whether they have applied what they learned, the answer is invariably “no.” Employees relish opportunities to learn and grow professionally, and companies rely on future managers and leaders to be ready for the challenges associated with executing at the next level of leadership. With these defining moments comes the expectation that not only will leaders learn new competencies, but, more importantly, that they will change their behaviors in ways that boost individual and company performance. Yet, traditional training methods are not designed to ensure retention of learned material, nor do they facilitate behavioral change, despite the heavy monetary investment.

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Conducting a layoff or reduction in force (RIF) is a difficult decision that is not easy for the organization or the individuals impacted by the reduction. Yet there are a number of best practices that, when followed, can minimize the negative consequences for everyone involved. And following the selection process, it all starts with an effective notification process. What roles are involved in the notification process? How can you ensure your organization has prepared the notifier(s) for the task at hand? What should notifiers be prepared for during the separation meeting? What are some potential reactions to expect from the impacted employees? Our notifier training guide has the answers to these questions, plus more! Download the whitepaper to learn how to effectively successfully conduct layoff notification meetings.

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All successful leaders need a network of champions who can provide guidance and support and advocate on their behalf. Discover why mentoring women (and sponsoring them) is critically important to career advancement, and learn how your organization can attract, retain, and advance more talented women leaders. Our free guide and workbook includes resources for senior executives, organizational leaders, HR departments, male colleagues and allies, and individual women at every stage of their careers. With our mentoring women workbook, you’ll learn: - The difference between a mentor and a sponsor, and why women leaders need both - How to recognize and respond to unconscious bias and gender stereotypes - Ways to identify and approach a possible mentor or sponsor, and questions to ask in a mentor-mentee conversation - Specific, simple ways to use your influence to help advance talented women colleagues - How to hold developmental conversations with rising stars - Tips for executives and HR teams looking to create mentoring programs to build the pipeline of women leaders at their organization. Whether it’s women mentoring women or men helping to advance rising women leaders, it’s critical that these working relationships exist within your organization to ensure people of all genders are supported and engaged. Use these resources and commit to sponsoring and mentoring women in the workplace. Together, we can help create a network of champions for talented women leaders everywhere.

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