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7 results on '"Howard, Jeff"'

1. How Leadership Development Powers Engagement & Retention: 3 Keys to Unlock Employee Motivation, Reduce Turnover, and Build a Pipeline of Future Leaders. White Paper

Author

Center for Creative Leadership, Abraham, Mary, Howard, Jeff, and Trovas, Stephanie

Abstract

Today's labor market remains tight. Turnover is an ongoing, costly problem across many industries. To ensure their organizations are effective now and in the future, HR and talent development professionals have an important role to play in implementing programs that increase engagement, retention, and productivity. This white paper explains three keys to development that unlock employee motivation, reduce turnover, and build a pipeline of future leaders for any organization: (1) Focus on individual and organizational purpose; (2) Prepare the workforce to navigate change; and (3) Scale leadership development to all.

Published
2023

2. Future-Proof Your Organization with Leadership Development: A 3-Part Plan to Reach Your Organizational Goals through Leadership Development at Scale. White Paper

Author

Center for Creative Leadership, Abraham, Mary, Howard, Jeff, and Smith, Mike

Abstract

Change moves fast, and organizations can struggle to keep up. Mergers and acquisitions create new organizations, and managerial charts flatten, with fewer layers of administration in the middle causing people to be expected to do more with less. The optimal way to achieve critical outcomes is by scaling development opportunities across the entire organization. The following 3 key strategies outlined in this paper will help more quickly achieve concrete results, future-proof the organization, and drive an inclusive culture of learning: (1) Plan your leadership strategy; (2) Provide access to relevant content; and (3) Leverage internal and external talent.

Published
2022

3. Scaling Leadership Development for Maximum Impact in Uncertain Times. White Paper

Author

Center for Creative Leadership, Abraham, Mary, Howard, Jeff, and Smith, Mike

Abstract

The uncertainty and disruption imposed by the COVID-19 pandemic are so extensive that they will far outlast the pandemic itself. It is difficult to scale leadership development when staff is constantly shifting and leaders are struggling just to keep up with the day-to-day challenges of their work and personal lives. HR and L&D (learning and development) professionals need tools and solutions that allow them to access research-backed content and deliver transformational development experiences across the enterprise. A strong leadership development partner can stay on top of the latest research and trends, anticipate needs, and help pivot quickly to scale large organizational changes in the timeframe needed. The key to successfully scaling leadership development is devising a strategy at the outset. Once the strategy is secured, it is imperative to have the processes and the talent in place to support the initiative and to be able to execute rapidly. When scaling leadership development, it's essential to focus on the following 3 principles presented in this white paper: (1) PLAN Your Leadership Strategy; (2) PROVIDE Access to Relevant & Flexible Leadership Content; and (3) LEVERAGE Internal and External Talent.

Published
2022

4. 'Making the Best Better' for Youths: Cultivating LGBTQ+ Inclusion in 4-H

Author

Gonzalez, Maru, White, Alison J., Vega, Liliana, Howard, Jeff, Kokozos, Michael, and Soule, Katherine E.

Abstract

4-H, as a research-based positive youth development program, should be affirming and inclusive for all youths, including those who are members of LGBTQ+ communities. This article provides 4-H youth development professionals with a series of checklists for supporting LGBTQ+ participation, focusing on systemic advocacy, guidance and protocols, programming, and professional development and dispositions. Using these checklists, 4-H professionals can identify areas of strength and growth for themselves and their programs. Further, they can enable youth thriving, increase protective factors, and reduce risk factors by cultivating inclusive and affirming 4-H spaces.

Published
2020

5. A Comparison of Student Retention and First Year Programs among Liberal Arts Colleges in the Mountain South

Author

Howard, Jeff S. and Flora, Bethany H.

Abstract

First year students, like all students at a university, comprise a diverse mixture of personal traits, backgrounds, experiences, and assorted learning styles. Each of these unique student characteristics can either enhance or inhibit successful integration to the campus community. The purpose of this study is to evaluate the impact of various first year programs on student retention. The study examined nine first year programs. The presence or absence of these first year programs were compared to the retention rate of first year students at several liberal arts colleges in the southern Appalachian Mountains of the United States.

Published
2015

6. Learning To Work--Working To Learn (Job Training in a Global Economy).

Author

Howard, Jeff

Abstract

The current education and training system, which was designed with the goal of putting everyone to work and serving the established industrial order, is based on the principle of sorting people according to judgments of their learning capacity and reserving opportunities to learn the skills required to succeed in a global economy for those individuals sorted into the topmost tracks. The "sort and select" principle has given rise to a set of destructive policies and practices that are impeding efforts to prepare the U.S. work force for a global economy and have high hidden costs. A new educational system is needed that will not only put everyone to work but also make everyone productive. Educators must set high standards and move all students toward those standards by taking the following steps: teach explicitly the constructive model of the nature of development and learning capability; build learners' self-confidence by structuring training and working cultures with rigorous standards; and instruct learners in effective effort. Polaroid Corporation's Inner City, Inc., is an example of how programs based on these principles can help unemployed and underemployed populations in inner cities develop the skills required in a global economy. (MN)

Published
1994

7. Student Retention and First-Year Programs: A Comparison of Students in Liberal Arts Colleges in the Mountain South

Author

Howard, Jeff S.

Abstract

The purpose of this study was to examine the association between the retention rate and 9 first-year student programs at Liberal Arts Colleges in the Mountain South, a region in the southern Appalachian Mountains of the United States. Nine first-year programs were studied: Summer Bridge Programs, Preterm Orientation, Outdoor Adventure Orientation, Targeted Seminars, Learning Communities, Early Warning/Early Alert Systems, Service Learning, Undergraduate Research, and Assessment. The data for this study were accessed via the college database of The National Center for Education Statistics (NCES, 2013). Chi Square tests were used for analysis to identify associations between first-year student retention and the presence of each of the 9 programs. The results indicated that the presence of each of the 9 first-year programs was not significantly related to first-year student retention. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]

Published
2013

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