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"Holton, Viki"
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How to Thrive and Survive As a Working Woman
Have you read all the books out there on getting to the top but find yourself wanting not necessarily tips for achieving a high-flying career, but the tools for creating a fulfilling working life?Based on new data from surveys and interviews, How to Thrive and Survive as a Working Woman will encompass stories, examples, strategies and practical exercises. The content will be both instructive and interactive offering insights from the authors' own experience of working with many women managers who attend Ashridge Business School programmes and events. The book will focus on key issues for development and career success and apply these to the specific challenges facing women at work, including: getting started in your career; dealing with motherhood and a career; dual career couples; changing career direction; moving up to senior levels; lack of confidence; and developing a clear career plan. Offering tips, techniques and approaches, this book will be an essential tool for working women of all ages and at various stages in their career.
eBook
A better career environment for women: developing a blueprint for individuals and organisations
Purpose
The purpose of this paper is to explore the findings from empirical research conducted with women managers about their careers and to propose a template or blueprint for how individuals and organisations might create a better career environment for women.
Design/methodology/approach
This paper draws on a research study that included interviews with 20 senior women managers from a range of sectors and countries and a self-completion survey questionnaire completed by 1,402 women.
Findings
The paper illustrates the difficulties that women continue to face in the workplace and how terms such as leadership, management and team leader may be gender biased. There is a need for employers and for individuals to consider a variety of different approaches to help create a more positive career environment for women.
Research limitations/implications
The findings have implications for career development structures and talent management processes within organisations. They also would be useful for professional associations.
Practical implications
The template proposed offers a useful guide to help organisations reflect on possible gender bias in career development structures.
Originality/value
This paper adds to the understanding of the issues that women managers face and highlight the practical changes employers could make to help address these issues.
Journal Article
Getting a firm grip on the career ladder
Holton offers several tips for public finance professionals in the UK to move up the career ladder, highlighting the need to make personal changes. It is not always easy to rebrand behaviours, attitudes or leadership approach, especially when making a big change, but it may help to think about several questions including what one needs to change and how can one achieve the changes. If people invests time to build and maintain a strong network of colleagues and contacts across one's working life, it will help their career and your stress levels in difficult times. When moving to another company, it is crucial to stay in touch with former colleagues. Build on, rather than replace, their earlier network.
Trade Publication Article
E-learner experiences: what is the future for e-learning?
Purpose - The purpose of this paper is to consider whether the future for e-learning is as bright as it has previously been heralded, or whether it is likely to fade into the background over time.Design methodology approach - The paper is based on 29 research case studies.Findings - The importance of time and commitment are drawn out, suggesting that a slower pace of development may not necessarily be a bad thing. Organisations need to focus on what really matters - creating an environment that truly values learning, which for many may involved a substantial culture change. The importance of communication, promotion and marketing are presented, with the commitment from the top giving e-learning the necessary status it needs in order for it to be taken seriously throughout the company. Selection of technology is also important as this can be a limiting factor to further e-learning development.Practical implications - Broader considerations for discussion as to whether an organisation is truly committed to an e-learning future or not.Originality value - This article concludes the series by focussing on what the research tells us for the future development of e-learning.
Journal Article
E-learner experiences: key questions to ask when considering implementing e-learning
Purpose - To draw attention to what experience has shown are the \"must consider\" areas to be taken into account when considering an e-learning intervention.Design methodology approach - Based on 29 research case studies.Findings - This article draws on the experiences of a number of companies which experienced difficulties in taking the e-learning route. E-learning should not necessarily be used to replace classroom training as it is not suitable for everything. You need to make sure that the learning or training needs drive the technology rather than the other way round, and the technology itself can pose a multitude of problems. The time involved is also commonly underestimated, as is the diverse range of people who should be involved in the start-up team.Practical implications - Attention is drawn to key areas for consideration when venturing into an e-learning development.Originality value - Reflections of early adopters of e-learning highlight areas of success and difficulty, to help other organisations avoid the same pitfalls.
Journal Article
E-learning lessons from the sharp end: the BBC
The British Broadcasting Company (BBC) is a large organization and employs around 28,000 staff, most of whom are based in London. However, a significant number operate in the regional offices around the UK. The growth of e-learning was gradual and there was \"no big picture\" in the early stages - rather, a small splinter group of enthusiasts who though e-learning was a good idea. As often happens with training initiatives at the BBC, e-learning began as a pilot scheme. It soon became apparent that there was a huge potential for e-learning and, as a result, the team gained internal agreements to continue to develop this initiative. The BBC currently spends about L53 million a year on training and development and a significant amount has been devoted to developing and purchasing e-learning content and services over the past year. Senior sponsorship is recognized as an essential ingredient to help to promote e-learning.
Journal Article
E-learner experiences: a lesson on in-house branding
Purpose - The purpose of this article is to highlight the importance of marketing an e-learning provision in-house in order that it should succeed.Design methodology approach - The study was based on 29 research case studies.Findings - E-learning itself has a somewhat negative image with a lot of people, and hence some companies have rebranded and renamed their e-learning provision to \"disguise\" it as something else for uptake to increase. Money invested in the technology and design will not correlate with success unless implementation includes substantial effort in marketing. Even then it is unlikely to be successful without top level support on an ongoing basis.Practical implications - It is important to promote the value of e-learning at the early stages and on a regular basis thereafter.Originality value - Reflections of early adopters of e-learning highlight areas of success and difficulty in order to help other organizations to avoid the same pitfalls.
Journal Article
Elearner experiences learning from the pioneers
Purpose To share the experiences of elearning pioneers with regard to the cultural change necessary for elearning to be successfully adopted in an organisation. Designmethodologyapproach Based on 29 research case studies. Findings A cultural change needs to take place in organisations for elearners to engage in the process. Blending elearning with other forms of learning can be a useful introduction to the discipline, but enthusiasm soon wears off. Common resistances to the concept are explored including lack of time and the loneliness of elearning, and how the any where, any time element of the provision can be as much of a hindrance as of a help. Practical implications Suggestions given for ways of overcoming the difficulties encountered by the case study organisations. Originalityvalue Reflections of early adopters of elearning highlights areas of success and difficulty to help other organisations to avoid the same pitfalls.
Journal Article