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What do you do when your biggest learning, networking, and inspiration- sparking event of the year is interrupted by a global pandemic? It’s a thought that would have seemed ridiculously far-fetched just a year ago. Now, it’s one that nearly every organization, keynote speaker, and Training professional has had to grapple with.

ISA’s first-ever virtual Annual Business Retreat helped members rethink not just how they deliver training but also what their businesses and people need to be able to thrive in these extraordinary times—and into the future.

You may have employees who have been with your organization for decades. They have a record of accomplishment, are well liked, and a great value to the company. The problem is your workforce needs are shifting.

How to upskill and reskill employees to rocket them into the new world of work.

With distance learning surging during the pandemic’s stay-at-home orders, many organizations leaned on their learning management systems (LMSs) to provide access to training. So what’s next for the LMS?

Classroom training isn’t just a lectern and whiteboard anymore. Even before COVID-19 struck, corporate classrooms were being turned upside down and inside out to reflect the many ways individuals learn.

For three Training Top 10 Hall of Famers, the future of classroom training is all about architecting development experiences and optimizing the learning environment.

Integrity and the Role of HRD

By Al Watts, Founder, inTEgro, Inc. With all the apparent lapses of integrity we’ve witnessed, why are we not seeing more attention paid by the HR and HRD world? What should the roles of HR and HRD professional be? Here are three reasons it may be difficult to get our arms around integrity, and suggestions for helping leaders and their organizations function at the highest possible level:

Rock-Steady Leadership

By Connie Charles, Founder and CEO, Strategic Solutions International Inc.

Creating a Holistic Talent Management Team

By Richard Lynell What does a holistic talent management team look like? Well, that answer varies, depending on your organization and its leadership, culture, and environment. But regardless of this, I believe a talent management team should be an independent function of the organization, similar to an internal audit team.

8 Pillars of Trust

By David Horsager Everything of value is built on trust, from financial systems to relationships.

Insightful Ethics Training Can Be a Game Changer

By Pat Quinn, Managing Director, and Pamela Verick, Director, Protiviti Inc. During prosperous economic times, ethical business principles may be overlooked when the next moneymaking deal seems right around the corner. When cash is flowing, few extol the virtues of a strong corporate culture and how it contributes to long-term business success. Yet, many learn in hindsight the value of these principles.

Must-Have Media Training

By Gerard Braud Natural disasters have emergency managers, emergency operations centers, and public information officers in high demand for telephone interviews with the Weather Channel, CNN, and other media outlets. So why is it, with the wealth of official knowledge available from these officials, the Weather Channel suddenly cuts away during Tropical Storm Lee to interview some yahoo resident standing in flood waters at his home in Mandeville, Louisiana?

Use Telemarketing to Generate Qualified Sales Leads

By Jim Graziano, President, Onset Marketing LLC Business telemarketing is a reliable method to generate qualified sales leads. Many accounting, consulting, law, technology, and other professional service businesses are turning to business telemarketing to generate new immediate, short- and long-term sales opportunities.

CHG Healthcare Services LEAPs Ahead

By Margery Weinstein At the end of 2009, CHG Healthcare Services launched a new two-part Leadership Development Program. Employees interested in a leadership opportunity within the company now can speak to their managers about the Leadership Evaluation and Assessment Program (LEAP), which is designed for those ready to move into leadership in the next six to 12 months. The program was developed to gather information on potential leaders and pinpoint areas for growth that are essential for all CHG leaders. Here is how it works:

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