Lifelong Learning in the Workplace

 

Lifelong Learning pic

Lifelong Learning
Image: lifehack.org

Steven Darien has been at the helm of The Cabot Advisory Group since 1996. Leading a team of respected HR experts, Steven Darien works with corporate and individual clients on employee training and management.

Employee training shouldn’t stop after the onboarding process is over. More than 66 percent of surveyed $100 million companies have cited skill gap reduction as one their urgent priorities over the next five years.

To compete in today’s workforce, businesses must promote lifelong learning within the workplace culture. When they provide opportunities for their employees to acquire new skills, companies are able to reduce costly turnover and keep their employees motivated and engaged.

Forward-thinking HR departments can help companies train their employees by implementing ongoing e-learning programs. With these training modules, employees can track and monitor their own progress, and employers can respond quickly to industry changes caused by new technologies.

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The Potential for Marketing and Human Resources Collaboration

Steven Darien

Steven Darien functions as the CEO and chairman of The Cabot Advisory Group, LLC, in New Jersey. As such, Steven Darien leverages substantial experience in HR leadership capacities to provide strategic human resources (HR) management services, the importance of which many underestimate.

More companies are realizing the value of collaboration between the marketing and HR departments. A marketing department looks carefully at a company’s values and culture and then distills that information into a message for public consumption. HR teams do something similar, except that they deliver the message to potential hires. When these teams work together, the recruiting process can become much more successful in finding people who are excited about the company and eager to contribute.

Research conducted by Deloitte showed that the majority of employees leave their positions because they feel disengaged with the company and its mission. When companies have a clear mission beyond making money, they are more successful at engaging employees, which reduces turnover and helps attract the best talent.

Researchers Reveal Methods Used to Generate Organizational Strategies

 

Steven Darien

Steven Darien

Steven Darien previously served as the vice president of human resources at Merck. Currently the chairman and CEO of the Bridgewater, New Jersey-based Cabot Advisory Group, Steven Darien consults with companies regarding human resources issues such as business and strategic planning.

How different business executives come up with new strategies varies greatly. To find out the different methods used, a team of researchers from the Harvard Business Review interviewed 92 chief executives, founders, and senior managers on how they came up with their business strategies.

The researchers found four different strategic decision-making methods employed by organizations:

1) Unilateral

Up to 36 percent of participants used this method. Here, top leaders make decisions alone without the input of employees or stakeholders and without an outlined procedure to follow. While this process results in quicker decision making, it lacks checks and balances and often results in poor decision-making.

2) Ad Hoc

This was used by 18 percent of the polled leaders. Here, when a strategy needs to be developed, management pulls the team together and comes up with one. There is no set process. The people involved and the steps followed change each time. This approach is flexible and can be tailored for any need, but it is difficult to measure its success because its variables are used differently every time.

3) Administrative

Used by 15 percent of the executives polled, this method emphasizes process over input. There is a clear process or routine to develop strategy, often involving significant data collection, but the employees do not have a large role in the final decision. Top leaders collate data and subsequently develop strategies. Without input from stakeholders, the data collected stands to mislead.

4) Collaborative 

This method was used by 30 percent of the leaders polled. Here, there is a defined process for developing strategies and stakeholders are very involved in contributing to the final decision. Though inflexible and slow, the process elicits richer discussions and no important factors slip through the cracks.

While researchers could not determine a winner among the four, they were most skeptical of the unilateral decision-making method.

The SHRM Virtual Events

 

SHRM Virtual Events pic

SHRM Virtual Events
Image: store.shrm.org

A veteran business executive with extensive experience in human resources management, Steven Darien draws on over three decades in the field to lead Cabot Advisory Group, LLC, as the firm’s chairman and chief executive officer. To further his professional activities, Steven Darien retains membership to the Society for Human Resource Management (SHRM), the world’s leading association of human resources (HR) professionals.

Each year, the SHRM holds a number of events offering HR professionals the opportunity to hear from industry thought leaders and network with their peers. Unfortunately, many professionals are not be able to attend such events, which led to SHRM creating its Live Virtual Events.

Accessible via a computer from the comfort of an office, the virtual events provide access to some of the most important moments of the SHRM annual conferences. Users can watch keynote speeches and even raise questions during a speech for the speaker to answer. Additionally, professionals may interact with others via the online platform and access its collection of online resources, in addition to reviewing past events for a limited time.

New Jersey Research Hospital Offers Forward-Looking Care

 

Robert Wood Johnson University Hospital Somerset pic

Robert Wood Johnson University Hospital Somerset
Image: rwjuh.edu

As CEO and chairman of the Cabot Advisory Group, LLC, Steven M. Darien leads a strategy-focused team offering leadership and operational solutions to a variety of business clients. In addition, he and his company have made lasting contributions in the nonprofit sphere by supporting charitable groups such as the Somerset Medical Center. Steven M. Darien’s service on Somerset’s human resource board has allowed the organization to continue to deliver the high-quality care its community has come to expect.

The Robert Wood Johnson University Hospital Somerset now maintains two New Jersey facilities, one in Somerville, and the other in New Brunswick. With a total patient treatment space consisting of more than 900 beds, and an added focus on research and innovation, the center remains a leader in the healthcare field.

RWJUH offers a full range of treatment facilities concentrating on conditions such as diabetes, heart disease, and neurological disorders. Its state-of-the-art maternity care unit also provides genetic counseling and four-dimensional ultrasound technology, and is the sole New Jersey site for several detailed fetal surgical procedures.

In addition, RWJUH is home to a program of minimally invasive surgery, offered through the advanced Mazor Robotics Renaissance Guidance System. Designed to treat conditions such as degenerative disc problems and scoliosis, the system at RWJUH is one of only a few nationwide to use a major innovation in deep brain stimulation that can treat Parkinson’s disease and similar conditions.

SHRM’s 2017 Strategic HR Forum Explores Changing Industry

 

Society for Human Resource Management pic

Society for Human Resource Management
Image: shrm.org

A human resources professional and consultant, Steven Darien advises companies on HR and talent management issues as the chairman and CEO The Cabot Advisory Group, LLC, in Bridgewater, New Jersey. Steven Darien maintains membership with the Society for Human Resource Management (SHRM), which will host its 2017 Strategic HR Forum in October.

SHRM’s 2017 Strategic HR Forum will ignite new ways of thinking and serve as a call to action for HR professionals to address recent changes in the industry as conventional management techniques and approaches become obsolete. The forum provides participants with an opportunity to learn from influential leaders and network with peers while exploring potential solutions to developing HR issues. Presentations and sessions will focus on the theme of disrupting forces that impact business from the perspective of a range of thought-provoking speakers.

The forum specifically targets senior HR leaders with at least 15 years of industry experience, particularly those with the responsibility of overseeing the strategic direction of their organizations. Furthermore, SHRM’s executive network HR People + Strategy will serve as the event’s partnering opportunities leader. Companies that take advantage of partnering opportunities receive the chance to maximize their visibility and exposure through all-inclusive, year-round marketing campaigns.

Registration rates vary according to SHRM membership and include access to representatives from the industry top’s firms, a range of networking opportunities, and two days of interactive programming. Nonmembers may also join SHRM at the time of registration, which includes a one-year membership to HR People + Strategy. The 2017 Strategic HR Forum will take place October 22 through October 24 in San Francisco.

American Management Association Announces New Certificate Programs

American Management Association pic

American Management Association
Image: amanet.org

As the principal in the Cabot Advisory Group, Steven M. Darien deals with trends in organizational structures, succession planning, and other domains. Steven M. Darien maintains several professional affiliations, including service on the human resources advisory board of the American Management Association. The association offers a series of certifications for leaders wishing to improve their acumen.

The Business Essentials Certification enhances leadership qualities, builds project management skills, and increases analytic ability. It is packaged in three parts.

7 Habits of Highly Effective People’s new version 4.0 updates the original by providing 30 new videos and other tools that amplify author Steven Covey’s principles. The course promotes successfully leading one’s self and others in a collaborative spirit.

Essentials of Project Management for Nonproject Managers underscores the importance of teams using a common language and having realistic expectations. Participants will learn how to use project management techniques in collaborative environments.

Improve Your Analytical Skills helps managers learn to effectively process information. It is designed to help them make sense of seemingly overwhelming amounts of data and use it to their greatest advantage.