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May / June 2013

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How Baptist Health Care Improves Performance

Edited by Margery Weinstein

Civility at Work

By Catherine Mattice, President, Civility Partners, LLC

Last Word: Measuring Learning Effectiveness

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.

Skills Gap Survey Part 2: Where Does Skilled Labor Come From?

By Stacey Harris, Vice President, Research and Advisory Services, Brandon Hall Group As we discussed in the March/April 2013 edition, Brandon Hall Group has partnered with the Society of Manufacturing Engineers (SME) and Training magazine to better understand how today’s organizations are individually addressing the skills gap. The research goal was to understand the solutions that are working today—particularly how organizations are hiring and developing their skilled workforce.

Learning Matters: Building Sense-Able Leaders

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.

L&D Best Practices: May/June 2013

LEADERSHIP DEVELOPMENT By Jeff Orlando and Karen Eber, Senior Managers, Leadership Development, Deloitte Services LP

Soapbox: Coach to Gain the Win

By Jason Forrest

Training Today: Do Your Homework

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.

Soapbox: Developing Leaders at Walmart

By Damian McKinney Early in Walmart’s history, most store managers began their careers working at the register or another entry-level position. Through a gradual process of working their way up the corporate ladder, these employees were promoted to store manager in seven to 11 years. This process served the company and its employees well, providing a secure predictable career path and producing knowledgeable, loyal people at the middle-management level.

Building a Productive Mindset

By Jason W. Womack, MEd, MA Would you like to get even more done each day? With just a little bit of forethought, there are two ways to build a productive mindset into your daily routine:

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