Content about CDATA

By Lorri Freifeld

Like butterflies bursting from their cocoons and flying to new heights, the 25 winners of Training magazine’s 2013 Emerging Training Leaders awards are on an upward trajectory of leadership and organizational success. These 25 training professionals have been in the industry for two to 10 years and have demonstrated exceptional leadership skills, business savvy, and training instincts.

By Bruce Tulgan

“Leadership development” may sound better, but our research shows that what’s missing in the repertoires of 9 out of 10 leaders is consistent practice of the old-fashioned basics of management. There is so much work to be done by training professionals:

By Bryan Mattimore

By Margery Weinstein

By Ross Tartell

Most of us have had the disappointing experience of working hard to collect data, analyze it, and then present the results to lukewarm levels of reception. In this highly competitive and cost-constrained market, great data is not enough to build the management commitment and sponsorship so critical to training success.

Wendy Heckelman of WLH Consulting points out that the success of any data collection process depends on three interrelated factors:

By Ajay M. Pangarkar, CTDP, CPA, CMA, and Teresa Kirkwood, CTDP

A lot of rhetoric is swirling about how to effectively validate “learning” effectiveness…and we believe much of it is misleading advice. No one is disputing that learning must be effective and accountable. However, don’t confuse these two distinctive requirements. To communicate learning effectiveness to business leaders, you must clearly define your initiative’s “validity” relative to how it aligns with Kirkpatrick’s Level 3 and 4 expectations.

By Tony O’Driscoll

In the latter half of 2012, my colleagues at Duke Corporate Education and I conducted interviews with 36 CEOs from around the globe to better understand what it takes to lead in an increasingly connected and complex business context.

By Lorri Freifeld

Corporate partnerships with colleges and universities would seem like a no-brainer—a short- and long-term solution to the technical, leadership, and soft skills gaps that currently plague the U.S. After all, such partnerships could ensure that soon-to-be new employees receive the skills training employers want, while current employees could go back to school to receive additional training to get their skills levels up to par.

By Jason Forrest

By Roy Saunderson

As a child I loved going to the library and discovering new books that challenged my thinking. One book that stood out for me was “The Power of Positive Thinking” by the late Dr. Norman Vincent Peale. While it has a religious foundation to the principles highlighted in the book, it was the introduction for me to thinking more positively about my life and especially my work.

By Frank Waltmann, Ph.D.

This is the first of a three-part series of articles written exclusively for Trainingmagazine on business challenges and opportunities in Asia and how Swiss-based pharmaceuticals and life sciences company Novartis’ learning and leadership development programs are helping address the myriad issues.

While the number of organizations offering virtual work arrangements has increased from 35 to 45 percent over the last few years, a few notable companies recently have gone against the trend and banned working from home policies. These moves may lead more employers to reevaluate their own flexible work arrangements, says Aon Hewitt, the global human resource solutions business of Aon plc.