Despite its size, employee development holds a very high priority in the company — especially among its thought leaders — and it is viewed by many as a competitive business strategy: Hire the best and brightest to best grow mindshare and market strength.Tags: Business Plan For Hair SalonCritical Essays On Revenge In HamletBusiness Plan Cover Letter To BankSample Of A Qualitative Research ProposalFinancial Planning For New BusinessMicrosoft Crm Case StudiesSolving Equations Practice ProblemsCustom Essays Feedback
Another successful application currently combines the peer coaching group process (multiple-project Action Learning) with single-project Action Learning in a leadership development program for experienced leaders in the company.
For Rhodes — who received a company award, in part, because of the success of the Circles — and those others exposed to this highly effective coaching paradigm, “this fantastic partnership” seems far from ending any time soon.
End of program feedback scores averaged 5.8 out of 6.
Key employee opinion scores significantly exceeded the agreed targets for Strategy, Employee Engagement, and Learning & Development. (2013), "Engaging global training program delivers high‐performance results", Strategic HR Review, Vol.
Whatever happens next, the success of the Circles will be memorialized: Shannon Wallis, Director of Microsoft’s Worldwide Leadership Programs, has co-written a chapter for a book — including the Learning Circles — titled, Best Hires, Best Companies: How the World’s Leading Companies Recruit, Motivate, and Retain Their Best Employees (Louis Carter and Marshall Goldsmith, Jossey-Bass, coming in January 2010).
" Authenticity's peer Circles were incredibly successful and surpassed our expectations! Microsoft grew so confident in the peer coaching process that it decided to develop 50 Circles of six-to-seven people across the Americas region and forgo the short pilot process with several groups that Authenticity typically does with clients.Concurrently, Authenticity worked with program personnel in the company’s other global regions to customize a peer process and materials that suited their cultures, too, including Europe, the Middle East, Africa, Asia Pacific, Japan, China and India.In 2006, the company’s Sales, Marketing and Service Group (SMSG) reviewed its Best Practices and internal research about Professional Development, and then established key goals for its world-wide, high-potential, leadership development program to: These goals had to be achieved among a large number of diverse participants from around the world – and in a rapid, low-cost and highly scalable fashion."Because we were working with Microsoft employees from different cultures who possess a variety of learning preferences, the process had to be simple, yet impactful, "noted Karan Rhodes, Microsoft’s Global Program Manager, Leadership Development."The enormous success of the Circles has reached the COO level, where Authenticity Consulting was mentioned as one of its top three vendors.This very well could become a legacy training platform for Microsoft," Rhodes notes.The Learning Circles help achieve numerous goals for Microsoft’s internal, state-of-the-art leadership development program with participants from around the world.The dynamics of setting up such a Learning Circle program are almost as instructive as the tremendous results and glowing feedback that the Learning Circles generated — all the way to the top of this giant corporation!In several short, virtual sessions, Microsoft’s leadership development and program personnel were oriented to the peer process.The successful collaborative effort during the quick and efficient ramp-up period inspired trust in Authenticity and its model.