Magazine Articles

By Michael Rosenthal, Managing Partner, Consensus Q: Our organization touts the value of “coaching up,” yet our employees find it difficult to give their managers constructive feedback. What do you do when it’s the boss who needs coaching in a certain area? How can a direct report achieve the results he or she wants?

By Marty Nowlin,Vice President, Human Resources - North America, ManpowerGroup We are living in a time when the world of work is changing, when the only thing we can be certain of is uncertainty. These changes have affected the workplace and have led to the evolution of what we today call The Human Age.

By Ross Tartell, Ph.D.,Technical Training and Communication Manager – North America, GE Capital Real Estate Business spends billions of dollars on training—more than $55 billion in 2012 alone, according to Trainingmagazine’s 2012 Industry Report. But does this enormous investment produce the desired results? Many would say no, a perception buttressed by the fact that 80 percent of training content is not applied to the job.

By Roy Saunderson, Chief Learning Officer, Rideau’s Recognition Management Institute It’s true: People aren’t always motivated to learn. Our challenge each day is to make learning and our instructional materials and content as meaningful as possible for many people in the workplace. Yes, a tall order, but one that has rewarding benefits when we are successful.

By Karl M. Kapp, Ed.D, Professor, Instructional Technology, Bloomsburg University You just got the news. You need to create an instructional game to teach an important topic within your organization. One thought flows through your mind: “What do I do first?” It’s followed by “What do I do second?” Quickly, you discover you are not really sure what it takes to create an instructional game. No problem, here are four suggestions for getting started.

By Bob Pike, CSP, CPAE, CPLP Fellow One of the main purposes of any training program is for participants to leave feeling better about themselves—impressed with what they now know that they didn’t know before, and what they now can do that they couldn’t do before. But we often overlook the affective domain: Do participants leave with a greater feeling of confidence that they can apply what they now know in the real world?

By Tony O’Driscoll, Executive Director, Duke Corporate Education

By Carol Patton Employee disagreements happen in any workplace. But some employees routinely don’t see eye-to-eye with their supervisor. Whether the boss is overly aggressive, disrespectful, lackadaisical, or simply a poor manager, not many employees dare to approach him or her to address their concerns.

By Margery Weinstein A recent Columbia University Business School study found that people who rely on their feelings and intuition make more accurate predictions and do better at their jobs. But it’s not as easy as it sounds. Training can help, particularly in teaching people how to slow down, increase self-awareness of internal energy processes, and find their connection to the world and the universe around them.

CAREER DEVELOPMENT By Sean Ramage, AVP, Talent Management, CarMax CarMax is the nation’s largest retailer of used cars. Headquartered in Richmond, VA, we operate more than 120 used car superstores across the country and have sold more than four million cars. CarMax is a member of the Fortune 500 and a TrainingTop 125 winner.