Training Can Be Inspiring and Fun
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?
Thinking Outside the Pizza Box
By Christopher Novak
Is ROE Just Repackaged Common Business Sense?
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.
Creating a Culture of Learning in Your Franchise
By Robert Bilotti, Managing Director, Novita Training
HR and IT Working Together to Control Mobile Devices
By Troy Fulton, Director, Product Marketing, Tangoe
Tips to Tie Action Learning Into E-Learning
By Barbara Carnes
Debunking 4 Training Myths
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.
Creating Customer-Focused Teams
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.
EMD Serono Reinforces Leadership Impact
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:
Stuck on Leadership
By Bob Parsanko and Paul Heagen
Adam was stuck.
The work to this point had been almost easy, familiar—and largely without obstacles. Three years into his first job as CEO, his place in life felt natural. He was just drawing on what had made him a success all along—talent and drive, a dash of charm, but more than anything, confidence.