Magazine Articles

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.

By Frank Waltmann, Ph.D.,Head, Corporate Learning, Novartis This is the second 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 development programs are helping address the myriad issues.

By Margery Weinstein Finding the right employees is a daunting task. It includes hours spent poring over resumés and much time spent on the phone and in face-to-face interviews with candidates, not to mention what sometimes amounts to months of training. The investment made in recruitment and training easily adds up to thousands of dollars for each new employee. With so much at stake, many companies—especially those in industries susceptible to turnover—are looking for new ways to keep thriving employees in place.

How best to motivate employees and organizations to work together on career development and skills training.