team interaction - search results

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?

For the first time since the creation of the Training Top 10 Hall of Fame in 2008, Training magazine required all Hall of Famers to submit an Outstanding Training Initiative that would be shared with our readers throughout the year. Here are the details of IBM and Deloitte’s submissions.

DEFENDER’s primary training objective was to ensure that all security advisors understood how the company’s new customer referral system worked so they could accurately describe the process to every customer. Training on the mechanism of the new system was accomplished through video and job aids.

I'm an optimist by nature. I might worry, but deep inside I expect things to work out. If not immediately, then a little later. But if anything were to change my nature, it might be the sorry progress of e-learning. It seems we are increasingly tolerant of making poor use of the learner's time and potential.

I was having brunch recently with the former VP of sales for one of the world’s most prestigious and elegant hotels, which is based in Singapore. As we got to talking, he mentioned that he was asked to be the VP of sales for a brand new hotel that was considered one of the top hotels in the world. I mentioned that one of the areas I work in is the training and development of expatriates for international assignments. His reaction was one I have heard more than 50 times: “I wish I had known you before I went to Asia.”

For companies smart enough—and lucky enough—to sustain a strong brand, that brand is a gold mine. For a great brand, customers will drive the extra mile, pay the extra dollar, and refuse to consider lower-priced “me too” offers from competitors.

CareSource’s HRCM program is structured so that a team of health-care professionals works with individual members to develop an individual care plan to help them live better with their medical conditions. The five-month transition to HRCM required the hiring and training of 350 employees, shifting from office-based employees to mobile-based employees, and creating a new job function called a Navigator.