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By successfully engaging multiple generations during training, they will not only learn your material, but more about each other, leading to deeper understanding and better work results.

An interactive card game that replaces traditional role-plays created more than 25,000 complex scenarios with less than 30 hours’ worth of effort. Results include increased engagement, enhanced learning, and a global rollout that is transforming training results.

One often overlooked yet effective way to improve communication—both during the merger process and after closing the deal—is “secondment,” which involves placing employees from a buyer’s organization into the seller’s, and vice versa.

Visual technology often is overlooked when organizing onboarding programs, and may be looked at as a complex implementation reserved solely for large institutions. But regardless of company size, there are new hires out there who are more than willing to be their own drivers of introduction and instruction.

Through a series of skill practice activities, New York Community Bancorp, Inc.’s front-line employees are challenged to spend time outside of their comfort zone practicing effective questioning techniques, the six steps of the relationship selling process, and effectively planning follow-up calls.

Redefining relationship training as development within context instead of understanding of content is, at its essence, a rebranding process, one that will be critical for achieving the outcomes training professionals and their learners need going forward. Here are three techniques to use as a roadmap for rebranding relationship training and the value you offer your participants.

Exceptional development managers use what is in front of them—namely, the work itself and their daily access to people doing it—to make bite-size progress on a big goal: continual development of the capacity of all their people so they make talent their business.

Do you use assessment tools in the hiring process in your organization? How do you balance the results of these assessments with what your managers observe and experience in the face-to-face interviews?