Leadership Development

Since launching, Imperative has been bringing people together to have a new type of conversation at work – conversations that form meaningful, trusted relationships and create organizational change by connecting individuals with themselves and each other. We’ve broken down our insights from 100,000 of these conversations to paint a picture of the impact that the development of these relationships have had on our partner organizations.

Supporting employees to quickly develop meaningful relationships across the organization is a key lever for retention that is often overlooked. In this article you’ll learn: Why employees are voluntarily leaving their jobs at higher rates than ever before, the key factors driving employee decision making, the importance of employee networks in employee success, and how to leverage relationships on an organizational level

If you’re an HR leader focused on employee engagement, you’re probably familiar with Gallup’s Q12 Employee Engagement Survey. Over 50 years of research, Gallup narrowed down the 12 key questions companies should ask employees to ensure their psychological, professional, and individual needs are met. Gallup found that when organizations met these 12 standards, turnover decreased by 43% and wellbeing increased by 66%.

“Star employees” may be easy to spot, but they are often difficult to define. Is the person working harder than others? Smarter? Are they leveraging resources better or are they simply more creative? Putting your finger on exactly what makes a star employee what they are can be an exercise in frustration for even the most experienced professional development or human resources professional.

The support we give our managers needs to be agile and able to be personalized to their timely needs. But how do you harness the untold power of having a personalized approach to learning and development?

84% of U.S workers say poorly trained managers create unnecessary stress; with 50% U.S workers saying they felt their own performance would improve if their direct supervisor received additional training in people management. So how do you set up your managers, and their teams, for success?

This week on Imperative’s webinar series, we had a powerful conversation with Dr. Britt Andreatta, neuroscience expert and top learning influencer for 2021. Dr. Andreatta’s unique background in leadership, neuroscience, psychology, and education enables her to speak directly to the challenge many learning and development leaders are facing: in this remote world, how do I help my people learn and grow?

Most of us have experienced and witnessed the transformative power coaching can have at work (and in life). The right kind of coaching can dramatically improve someone’s experience and engagement at work. Building a culture of coaching at your organization has a dramatic impact on learning and development initiatives, but it’s much easier said than done.

One of the first (and arguably most powerful) things is a person’s mindset towards learning and growth. But how do you set the stage for this type of mindset and continue to cultivate it, across your organization? It starts with the “how” and “who” of your development programs.

Onboarding is one of the most important drivers of employee success and can also be incredibly complex, especially when done virtually. Poor onboarding is a major cause of employee turnover, which can cost a company 100-300% of the employee’s salary in total. So let’s dive into how you can use those re-recruitment strategies and apply them to onboarding.