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“Change is not merely necessary to life—it is life.” —Alvin Toffler, author of “Future Shock”

L&D needs to be immersed in the organization’s strategic and operating priorities, so it can provide practical, meaningful programs that support and drive change.

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ISA SPOTLIGHT: $300 MILLION INVESTMENT IN DELOITTE UNIVERSITY PAYS DIVIDENDS

In a small Fort Worth suburb in North Texas, you’ll find a 700,000-squarefoot learning and development center called Deloitte University. DU, as it is known, represents a $300 million Deloitte commitment to develop leadership skills and incubate innovative solutions to complex business challenges worldwide.

More than 200,000 learners have passed through DU’s doors in Westlake, TX, since opening six years ago. The campus boasts 800 guest rooms and 32 classrooms and is an inspiring place to get away from daily tasks and focus on business innovation and leadership development. HR Certification Institute® (HRCI®) was the first outside organization to meet on campus in 2012 and has since held several board meetings there.

Today, the university offers courses that can help individuals earn professional certifications, including credentials offered by HRCI.

Learn more...

How-To: Use Technology to Reinforce Training

By Kendra Lee
Technology provides a cost-effective, fun way to stay in front of your participants with key content reminders after the training is over. We’ve added technology-based reinforcement to all our training programs, and our clients have reaped big rewards.
For one organization’s sales prospecting program, we used a combination of e-mail and video follow-up. One year later, prospecting continues to be a habit for the whole sales force, driving new customers and revenue for the company.

Keeping Employee Information Safe in the Clouds

By Caryn Tijsseling, Litigation Partner, Lewis and Roca The increasing popularity of cloud computing will have far-reaching effects on the data management systems of many companies. One area where cloud computing can have a major impact is on the storage of Human Resources (HR) information and records. In fact, recent studies indicate that up to 84 percent of surveyed companies either are transitioning or planning to transition their Human Resources functions to more accessible and affordable data management systems such as cloud systems.

Productivity Secrets

By Maura Nevel Thomas, Chief Trainer, RegainYourTime.com

Service Certification at Jiffy Lube

By Margery Weinstein Jiffy Lube depends on the technical skills of its employees to support its customer experience and its full range of preventive maintenance services. The services must be done consistently, correctly, in a team, and at a fast pace. That makes the technical training a key to Jiffy Lube’s success. By policy, stores can’t offer services until employees are certified in that service. For that reason, the certification program is a structured, time-based process.

Tackling Business Problems with Learning Theory and Research

By Giselle Springer Douglas When faced with top brass who ask you to douse a performance or business problem by throwing training at it, you might find that training actually isn’t the correct solution for the problem at hand. But how do you offer a succinct explanation to training requesters on why, say, developing a new training class to remind customer service representatives of some of the details they already learned in new hire training probably isn’t an effective solution?

Authentic Leadership: It’s Really a Matter of Choice

By Rodger Dean Duncan People notice even the smallest behavior nuances of their leaders. Then they talk. They pass along their perceptions about the way they are treated.This is one of the most important determinants of loyalty, commitment, and return business. Hmmm. That sounds a lot like what the experts say about customers, doesn’t it? Why the similarity? Because people’s feelings cannot be neatly compartmentalized. People have many of the same needs in every one of life’s roles.

How to Be a Great Manager When You Have 57 Other Things to Do

By Brad Karsh, President, JB Training Solutions “Time is the quality of nature that keeps events from happening all at once. Lately, it doesn’t seem to be working.” It’s not easy managing people—especially when stress levels are up and you have 57 other urgent things to do. No matter the circumstances, being a great manager takes time and dedication. But let’s get real: You literally have no time to spare!

Talk’s Not Cheap: With Careers, It’s All About Conversation

By Dr. Beverly Kaye and Julie Winkle Giulioni If you’re like most managers, you care. You’ve become accustomed to taking on more and more, expanding your job description with countless “other duties as assigned”... and even some that aren’t. Developing the careers of the people who report to you is on a growing (read: crushing) list of to-do’s.

3 Strategies to Develop Middle Management

By Bruce Hodes I have never been a lover of the sandwich. It sounds un-American and un-manly. However, my lack of interest comes from the bread—the sandwich’s top and bottom. What’s the purpose? However, I am wildly attracted to the middle of the sandwich. Whether the sandwich is ham and provolone, chicken and mustard, or peanut butter and jelly, for me it is always the middle that dictates how much a sandwich is enjoyed and appreciated.

Fear Not the 70-20-10

By Tim Toterhi, Senior Director, Organization Development, Quintiles

Leadership Is So Yesterday!

By Bob Kelleher, Founder, The Employee Engagement Group After spending a career helping companies engage their employees to drive business results, I suddenly realized that having engaged employees by itself is not the answer. Engagement is the secret sauce that separates you from your competition, but engagement along with profit, revenue growth, innovation, quality, and customer satisfaction are by themselves all outcomes of something bigger. 

Proving that Your LMS Fuels Business Growth

By Matt de Feo, Senior Vice President, Sales Training & Recruiting, Techtronic Industries Inc. Techtronic Industries Inc. (TTI) is a $3.7 billion global company operating on every continent with nearly 20,000 employees. Since 1985, the company has grown rapidly by focusing on excellence in the design, manufacture, and marketing of portable power products such as Ryobi and Milwaukee Electric Tools. When I joined TTI in 2006, I was determined to ensure the same focus on excellence applied to learning and development, too.

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