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/ Listing Categories / Workplace Professional Development

Content in this category pertains to material about programs that provide career and talent development for workforce participants.

Adult Learning and Returns to Training Project

Adult Learning and Returns to Training was a three-year project to develop and test an analytical framework for adult learning and the returns to training. Six papers were produced under the research program. Three papers estimated the returns to different types of training: foundational learning, workplace training, and higher education. One paper directly examined the usefulness of the adult learning typology developed earlier in the project. Another explored the potential of social finance models to improve the outcomes of adult learning programs. The sixth paper investigated the prospects for data linkages to support new research into the individual, employer, and social outcomes of adult learning.

Career Ladders: From Better Skills to Better Work

This brief explores ‘Career Ladders’, a series of connected literacy, language and skills training programs that enable individuals to secure employment within a specific industry or occupational cluster, and to advance to successively higher levels of education and employment within that sector. Each step is explicitly designed to meet the needs of both participants and employers in obtaining necessary workplace skills.

CareerMotion: How Web-based technologies can improve the career choices of young people

The CareerMotion project provides reliable evidence on whether the labour market competencies of young workers could be improved by providing them with Web-based job search and career planning tools tailored to their needs. 

Firm-Sponsored Classroom Training: Is It Worth It for Older Workers?

The authors use longitudinal linked employer-employee data and find that the probability of participating in firm-sponsored classroom training diminishes with age. Although the standard human capital investment model predicts such a decline, they also consider the possibility that the wage and productivity impacts of training decline with age. Taking into account endogenous training decisions, they find that the training wage premium diminishes only slightly with age. However, estimates of the impact of training on productivity decrease dramatically with age, suggesting that incentives for firms to invest in classroom training are much lower for older workers.

Helping Millenials Help You: Managing Your Young Workforce

By 2020, baby boomers and generation X will be far outnumbered by their millennial counterparts in the workplace, who will soon be in the same seats their managers now occupy. What are companies doing today to prepare these future leaders?

Leveraging Talent Through Training: A ManpowerGroup Research Report

To investigate the extent to which organizations use formal training and apprenticeship programs to develop their talent, ManpowerGroup conducted research among nearly 24,000 employers in 41 countries and territories. 

Making Evaluation Work in the Nonprofit Sector: A Call for Systemic Change

The nonprofit sector plays a vital role in the health and wellbeing of our communities. Ontario’s nonprofit sector is the largest in Canada and is a socio-economic force driving the province and our communities. Ontario nonprofits and charities are often the first to identify issues and opportunities to strengthen and create vibrant, healthy communities. These issues and opportunities can be complex and evolving as economic and social environments change. Consequently, we need organizations that are constantly listening, have developed the ability to gather and interpret many types of information, and are using that information to innovate and evolve. The Ontario Nonprofit Network (ONN) developed a Sector Driven Evaluation Strategy to promote an ecosystem in the nonprofit sector that enables nonprofits to make thoughtful use of evidence to further their missions and service to communities. Fundamentally, a sector that embraces evaluation is one that is more focused on the values of understanding, discovery, critical reflection, and continuous improvement. ONN understands that high quality and useful evaluation is an important tool for the sector and has key recommendations for improving evaluation and learning in Ontario’s nonprofit sector. View

National Management Education Survey

A new survey of Canadian business professionals indicates that leadership and effective communication skills are by far the most sought-after management competencies, but also these skills are most in need of education support. Additionally, respondents reported that decision-making on management education is typically decentralized within organizations, and that instruction is primarily delivered through employer-sponsored conference attendance followed by instructor-led classroom and web-based learning. The survey suggested that the business community was interested in blended learning formats but preferred industry-specific courses to broader offerings.

OECD Skills Outlook 2013: First Results from the Survey of Adult Skills

This first OECD Skills Outlook presents the initial results of the Survey of Adult Skills (PIAAC), which evaluates the skills of adults in 24 countries. It provides insights into the availability of some of the key skills and how they are used at work and at home. A major component is the direct assessment of key information-processing skills: literacy, numeracy and problem solving in the context of technology-rich environments.

Transformative Workplaces and Leadership

Topics covered include: Transformational leadership, Organizational culture, Employee performance and job satisfaction, Ethical leadership and trust,

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