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Dr. Mike Goodboe, SVP and Regional HR Director for G4S Secure Solutions. G4S is the largest security company in the world, with over 650,000 employees. eCornell and G4S developed a 12-course custom certificate program that features MBA-style training for the company’s High-Potential Manager Program.

Mike was a presenter at eCornell’s Breakfast Briefing Roundtable Event in New York City, February 23, 2012.

“Through eCornell we have created a unique management development program, a mini-MBA of sorts, that is focused on developing the core leadership and management capabilities of high-potential team members from all G4S companies in the US and Canada. Achieving business results ultimately rests on the quality of our leaders and their strategic agility, understanding of the marketplace, ability to handle and effect change successfully, make informed decisions, and lead through creativity and innovation. The eCornell solution is the ideal combination of executive-level learning content and a flexible, compelling delivery model.”

What’s the outlook for HR jobs in 2012? Not bad at all, in fact.

Check out April 2012′s ELearning! Magazine.

“People are more motivated than ever before, which has unquestionably led to improved delivery of the missions’ mandate.”

Staffing Field Missions Around the World
The United Nations Department of Field Support (UNDFS) manages personnel, finance, logistics, information and communication technology for United Nations’ field-based peace operations around the world.

There are currently 464 DFS staff at UN Headquarters in support of 33 field operations involving over 100,000 military, police and civilian personnel. Among other things, the UNDFS is charged with providing human resources training and certification for 600 United Nations HR personnel, particularly in developing and strengthening HR practitioners’ core capabilities so that performance is consistent with UN objectives.

Solving a Global HR Training Challenge
However, the UN had discovered core-skills competency gaps in a large contingent of global HR practitioners. There were also specific deficiencies in leadership and strategic management skills among higher-level supervisors and managers. Because HR practitioners and supervisors face all manner of social, political and physical challenges in the field, establishing UN-standardized practices and protocols for human resources is particularly vital. Ensuring a global standard, however, was proving difficult within the UN framework for HR training.

Read the full case study here.

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“eCornell provides a quality, solid learning experience. The best part about the courses is that they are case-study based, which gives you a platform for lateral learning. I highly recommend the HR Management Certificate Program.”

If you missed the eCornell webinar titled Building a Global Talent Management Strategy and would like to view it, or would like to share with colleagues, the archive is available at www.ecornell.com/mar14archive. The presentation slides are at www.ecornell.com/mar14ppt.

In today’s marketplace, going global is more necessity than luxury, as businesses regularly find customers, suppliers and partners from all over the map. That broader focus for business requires a global talent management strategy to properly support a global initiative.

We’ll show you what a global talent management strategy consists of, how to build one that delivers measurable business outcomes and how to deploy to a diverse global workforce. During this interactive webinar, Heidi Spirgi, co-founder and president of Knowledge Infusion, will walk you through the process and steps organizations need to go through to build and deploy a global talent management strategy:

• How to tie your talent management strategy to business initiatives.
• The importance of developing a long-term talent management strategy to have better business results.
• How a successful talent management strategy is one designed for the workforce, not the HR department.
• Why HR departments cannot focus on “go live” when deploying talent management solutions, but rather must focus on user adoption and outputs, ensuring the new system is driving outcomes aligned with the business, not HR goals.

Cornell Professor Sam Bacharach is a faculty author for numerous eCornell courses, including Change Leadership, Managing for Execution and High Performance Leadership. In this post from the Bacharach Blog, Leadership for Entrepreneurial Techies, Prof. Bacharach discusses how to develop high-potential technical types:

Here’s a myth that is widely believed in organizations:  The detail-focused, bottom-line driven entrepreneurial techies are repelled by anything that smacks of leadership training.  There is a feeling throughout organizations that the techies are put off by the tender underbelly of organizational life and that “managing people” really isn’t their strong suit.

But, it is time for this myth to be confronted and debunked.  The reality is quite different.

For the last number of years, I’ve been training high potentials in the technology industry in leadership. Not too long ago, I had the privilege of walking into a room of 26 such individuals.  Each ran their own business; each had a keen awareness of their technologies, market, and products; each is highly successful in their core business; each is a survivor of a competitive, rapidly moving environment; and each is defined by their superiors as a “high potential.”  But by nearly every other conventional standard, they have already fulfilled an impressive degree of potentiality.  They have already proved their leadership capacity.

My challenge was to speak to them about leadership.  What words of wisdom could I offer such an impressive group?  I couldn’t pretend I was an expert in their business, or knowledgeable about technology.  What I could do was to bring out the specific micro-skills—the little things that they do every day—and put them in a leadership frame.  I wanted to make them as comfortable with the notion of mobilizing and moving others as they are with their own technical expertise.  The men and women in that room were established leaders in product innovation and market penetration—but they are moving up the corporate ladder and further away from their technological home.  With greater responsibility, they will be challenged with mobilizing groups, keeping teams together, negotiating over ideas, and enhancing and engaging others.  These things are easier to do in a unit that shares a similar expertise, goals, and vision. These things are harder to do when trying to marshal support from more people—from different units, with different priorities, and different visions.

The old myth is that technological entrepreneurs have a lack of awareness of how to practice the “soft skills  of leadership.”  What I’ve learned over the last number of years is that high potentials who come from technology and are experts in the core business function are the first to understand that moving up in the organization requires them to supplement their leadership skills with the micro-skills necessary to move one’s agenda forward.  The challenge of any program for high potentials directed at internal, technical, business entrepreneurs, is to bring Leadership down from the mountaintop into the reality of every day leadership—that is, with leadership a small “l.”

eCornell is excited to announce a realignment of our Human Resources Certificate Programs. Working HR professionals can earn an advanced credential from Cornell University’s prestigious School of Industrial & Labor Relations—100% online.

Depending upon your career goals and experience, eCornell now offers three distinct certificate programs:

Executive Certificate in HR Leadership for the executive or aspiring executive (SVPs, VPs & directors)
Master Certificate in Human Resources for the operational leader (specialists & generalists)
Advanced Certificate in Strategic HR Management for the strategic leader or aspiring leader (directors, managers & supervisors)

• Earn an Ivy League credential that sets you apart from your peers with the advanced HR skills needed to drive organizational strategy and change.
• Get up-to-date, in-depth instruction in several focused areas of study, depending on your expertise and career goals.
• Earn PHR/SPHR certification or choose an elective track for focused study.
• Enjoy the flexibility & convenience of 100% interactive online learning.
• Take advantage of multiple payment and tuition reimbursement plans.

Presented by Heidi Spirgi, Co-Founder & President of Knowledge Infusion
March 14, 2012
1:00pm Eastern
Register Online
In today’s marketplace, going global is more necessity than luxury, as businesses regularly find customers, suppliers and partners from all over the map. That broader focus for business requires a global talent management strategy to properly support a global initiative.

We’ll show you what a global talent management strategy consists of, how to build one that delivers measurable business outcomes and how to deploy to a diverse global workforce. During this interactive webinar, Heidi Spirgi, co-founder and president of Knowledge Infusion, will walk you through the process and steps organizations need to go through to build and deploy a global talent management strategy:

• How to tie your talent management strategy to business initiatives.
• The importance of developing a long-term talent management strategy to have better business results.
• How a successful talent management strategy is one designed for the workforce, not the HR department.
• Why HR departments cannot focus on “go live” when deploying talent management solutions, but rather must focus on user adoption and outputs, ensuring the new system is driving outcomes aligned with the business, not HR goals.

Register now

Samuel Bacharach is an eCornell faculty author, Cornell Professor and Director of the Industrial and Labor Relations School’s New York City-based Institute for Workplace Studies. On the Bacharach Blog he discusses The Micro-Political Skills of Change Leadership as it relates to his work with eCornell:

You can write, you can teach, you can lecture, you can train, but in the final analysis the test of your ideas is in the hands of the practitioners.

At this point in my career the highest point of flattery is to hear someone say, “Your leadership model works,” “It makes a difference,” or “It’s of some use.”

On top of that, having put such emphasis on the micro-political skills as an essential aspect of leadership, what is especially flattering is to have a real world political leader make use of my leadership perspective.

Read more here.

Network with members of the eCornell team, as well as faculty from Cornell University’s School of Hotel Administration and School of Industrial & Labor Relations.

Tuesday, February 28
5:30pm – 8:00pm
Hilton San Francisco – Financial District
750 Kearny Street
San Francisco, CA
RSVP Online

Are you attending this year’s HR in Hospitality Conference & Expo in San Francisco? If so, we invite you to join us for a cocktail reception at the Hilton San Francisco following the conference. Join your peers at the bar, meet eCornell’s Hospitality Group and make connections with faculty and staff from Cornell University’s world-famous School of Hotel Administration and the School of Industrial and Labor Relations.

We’ll provide an open bar for the first hour and appetizers throughout the evening. We hope you’re able to join us for this unique networking opportunity at this year’s HR in Hospitality Conference & Expo.

RSVP Online