By Hank Moore, Corporate Strategist The 100th anniversary of the sinking of the Titanic caused many people to reflect on the glamour that was lost and the opportunities that faded. I think the Titanic can be used as an analogy to business. The Titanic was a monument to human folly and arrogance. It started with pomp and potential. But it turned into a lot of what-ifs and missed opportunities. So, too, is the case with business, which should learn the lessons from the economic downturn and corporate scandals.
By Kari Gladstone, Training Account Manager, Signature Worldwide It is common knowledge that immediately following training, staff members are more motivated, they demonstrate higher levels of awareness, and their job performance is at an overall high. However, what can you do to maintain inspiration after the training ends?
By Christopher Novak
By Ajay M. Pangarkar, CTDP, CPA-CMA, and Teresa Kirkwood CTDP, Founders, CentralKnowledge.com and LearningSourceonline.com So, here we go again with another problematic methodology called “return on expectations” (ROE). Just when training professionals are in damage control with the disappointment of “training ROI,” out of the woodwork comes another “quick fix” and repackaged methodology trying to demonstrate training impact on business objectives. ROE, however, is a more elusive and misleading approach compared to others that came before.
By Robert Bilotti, Managing Director, Novita Training
By Troy Fulton, Director, Product Marketing, Tangoe
By Barbara Carnes
By Brian Roberts Somewhere in between the high-fives, line dancing, and fire walking, we tend to lose sight of why we have training in the first place: to empower employees by providing them with the tools to produce long-lasting, measurable results in the workplace.
By Bruce Hodes, Founder, CMI What is a Customer-Focused Team? The word “team” is overused in business; it gets applied to any group of humans in a work setting. However, when you define a team as everything, you end up with nothing.
By Margery Weinstein A 2009 employee engagement survey at EMD Serono, Inc., highlighted for the company’s Research & Development (R&D) organization the need to focus on four areas, which if taken together, would help “create an environment in which our people can realize their potential.” The four areas included: