Learning Management & Talent Development Insights
For 20 years, eLeaP® has helped organizations achieve excellence through learning, performance, & quality.
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The Uber Decision: Training and the 1099 Workforce
For several years now, the popular peer-to-peer car service Uber has been gaining popularity and raising controversy. In short, Uber has attempted to maintain the advantages of working with contractors (e.g., not offering health benefits or providing job security) while treating their contractors much like employees (e.g., setting prices and dictating interactions with customers). Last […]
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The Multigenerational Workforce: Part IV
In the previous three posts, we explored different segments of the four-generation workforce: Older workers (65 to 75); Millennial workers (15 to 35); and Generation X to late Boomer age workers (36 to 64). In this fourth and final post, we examine how to retain and make the most of a four-generation workforce.
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The Multigenerational Workforce: Part III
In this post, the third of four on how to tap into your multigenerational workforce as a training resource, we focus on the core of today’s workforce—Generation X to late Boomer age workers. The majority of today’s workforce is either part of Generation X or the late generation of Boomers—in other words, they were born […]
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The Multigenerational Workforce: Part II
In this post, the second of four on how to use a multigenerational workforce as a training resource, we focus on the workforce’s future–Millennnials or people who are now between the ages of 15 and 35. As discussed in last week’s series of posts on summer jobs, while young workers, especially very young workers, can […]
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The Multigenerational Workforce: Part I
In this post, the first of four on how to use a multigenerational workforce as a training resource, we focus on the workforce’s most rapidly growing demographic: workers age 65 and 74.
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Summer Jobs: Training for the Future, Part 3
To cap off our three part series on summer jobs, we asked four adults at different stages in their careers to reflect on their best and worst summer jobs and to explain how these jobs did or did not train them for their current careers. Below are just a few highlights.
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Summer Jobs: Training for the Future, Part 2
In this post, the second of three posts on the topic of training and summer jobs, we explore why organizations should train summer workers and consider some of the short- and long-term returns on investment.
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Summer Jobs: Training for the Future, Part 1
In this post, the first of three on the topic of training and summer jobs, we explore some of the short- and long-term benefits of summer jobs and how to choose one with the greatest training benefits.
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Knowledge Transfer in a Contingent Workforce
As discussed in our recently published white paper, Measuring the Impact of Contingent Workers, contingent workers constitute an ever-growing portion of the workforce. While large numbers of contingent workers can place unanticipated strains on an organization, they also bring new resources into an organization, albeit ones that can be difficult to capture. One notable gain […]
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The ROI of Training Contingent Workers
Is it worth while investing money in contingent workers? If so, how much? If a contingent worker will only be on staff for two weeks and their level of responsibility is low, it follows that one’s training cost should remain as low as possible. By contrast, a worker brought on board for a short period […]
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Measuring the Impact of a Contingent Workforce
Today, more and more organizations are relying on contingent workers. By definition, a contingent worker is anyone who works for an organization on a non-permanent basis, but this only tells part of the story. Indeed, understanding the impact of contingent workers can be a challenge, since there are many different types of contingent workers and […]
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Are We Still “Re-engineering” Work?
In 1990, Michael Hammer published an article in the Harvard Business Review calling upon US businesses to “re-engineer” the workplace. His argument was straightforward. In a nutshell, he argued that US business processes had become “outmoded and obsolete.” More specifically, he argued “Many of our job designs, work flows, control mechanisms, and organizational structures came […]
