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Training magazine’s Training Top 125 Award winners are the organizations with the most successful learning and development programs in the world. Download the 2021 Top 125 application TODAY!
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To see the full articles with photo coverage, visit: https://pubs.royle.com/publication/?m=20617&i=658424&p=42

Attendees stepped up their knowledge and skills at the Training 2020 Conference & Expo, Learning Leaders Summit, and Innovations in Training events held in February in Orlando, FL.

C-Level Talent

The adMare Executive Institute aims to grow C-level talent for the Canadian biopharmaceutical sector. Here’s how this 10-month program works, and the results it is generating.

Lady Learning on iPad

Mobile apps serve up employee coaching, training, and career guidance on the go.

Pandemic

Tips to help leaders manage, train, and motivate today’s suddenly remote workforce.

On Stage
C-Level Talent
Lady Learning on iPad
Pandemic

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L&D Best Practices: May/June 2013

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

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.

Global Leadership Survey: All-Around Leadership

Broader thinking, higher expectations, and deeper analysis characterize the organizations represented in the 2013 iteration of the annual Global Leadership Development (GLD) study conducted by Training magazine, the American Management Association (AMA), and the Institute for Corporate Productivity (i4cp).

Skills Gap Part 2: Schooled on Skills

Corporate/academic partnerships may be a big part of the solution to the skills gap. The key to success lies in understanding the challenges, choosing the right partners, and measuring effectiveness.

Leadership Incubator Lessons

By Gail Dutton
It takes leaders to develop leaders. That’s the No. 1 lesson from America’s top corporations. Companies that create in-house “leadership incubators” often have great success, but only if they have active involvement by senior leaders.

Training Exclusive: Novartis Takes the LEAD

By Frank Waltmann, Ph.D.
This is the first 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 leadership development programs are helping address the myriad issues.

Talent Tips: Positive Leadership: Being and Doing

By Roy Saunderson
As a child I loved going to the library and discovering new books that challenged my thinking. One book that stood out for me was “The Power of Positive Thinking” by the late Dr. Norman Vincent Peale. While it has a religious foundation to the principles highlighted in the book, it was the introduction for me to thinking more positively about my life and especially my work.

Best Practices: How to Be a Great Bosshole

By Neal Goodman, Ph.D.
We all have heard that being a great Bosshole is not genetic but learned. Still, I am certain that one day an MRI or some genetic research is going to find a malevolent gene or brain defect that causes BAD (Bosshole Abusiveness Disorder).

Trainer Tallk: Committed to Training

By Bob Pike CSP, CPAE, CPLP Fellow
As I write this column, I’m working in Malaysia and Singapore. Trainers in this part of the world are eager to know how we do what we do in the United States. They are eager to improve and will invest the time it takes to acquire new skills and knowledge. Senior management made this quite clear at the beginning of my stay.

Training Magazine Events: Are You a Positive Deviant?

By Jane Bozarth
In every group there are a minority of people who find better solutions to the challenges at hand…even though they have access to exactly the same resources as the rest of the group, their uncommon practices or behaviors allow them to flourish.”—Jerry Sternin

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.

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.

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.

How-To: Collect Data to Create Great Training

By Ross Tartell
Most of us have had the disappointing experience of working hard to collect data, analyze it, and then present the results to lukewarm levels of reception. In this highly competitive and cost-constrained market, great data is not enough to build the management commitment and sponsorship so critical to training success.
Wendy Heckelman of WLH Consulting points out that the success of any data collection process depends on three interrelated factors:

A Tale of 2 Cultures

I would not be a happy camper if my publisher pulled a “Marissa Mayer” and called me to say I could no longer work from home after three blissful years of doing so and would have to resume my four-hour-a-day commute to an office in New York City. And I shudder at the very thought of coming home to two lonely, enraged dachshunds with too much time on their…um…paws. I certainly would think about looking for another job. In the meantime, I would drag my sorry self to the office and be unhappy, unengaged, and resentful (and probably pretty unproductive).

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Training Top 125

Training magazine’s Training Top 125 Award winners are the organizations with the most successful learning and development programs in the world.

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Emerging Training Leaders

Company Assets

People are an organization’s most valuable asset,” the saying goes.

Rising Stars

The 2016 Emerging Training Leaders are leading lights at their organizations, shining examples of how strategic-minded, results focused, and people-oriented Learning and Development (L&D) profe

Learning from the Future


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