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August 22, 2012

When it comes to bringing an organization’s strategy to life, we’ve all made costly (and often the same) mistakes—mistakes that make the difference between good and great. Mistakes happen when there is confusion, skepticism, and complacency rather than engagement, efficiency, and effectiveness among employees. Here’s how to avoid making some of those mistakes.

By David Grossman, ABC, APR, Fellow PRSA

I don’t know any senior management team that doesn’t spend days, weeks, working tirelessly on their organization’s strategic plan.

They review the data, envision the future, and shape it into a cohesive entity that fits on a piece of paper. It’s pretty amazing, really. And it’s one of the toughest challenges any team faces: to articulate the strategy that’s going to get you the results Wall Street and others expect.

August 21, 2012

In the design phase of the ADDIE model, the Table of Specifications assists in the development of learning objectives and helps answer the question, “What are learners expected to do with their knowledge?” A careful review of the Table’s contents may alert instructional designers to a topic that is too detailed or unwieldy.

By Robert Cooperman, Training Academy Program Director, Ohio Office of Budget and Management

August 20, 2012

Today, companies are using social learning to improve knowledge transfer within departments and across teams and are using a variety of tools to create a social learning environment. But lack of user participation often presents a challenge. Here are six tips to consider when choosing a platform to host a social learning system and ensure maximum user buy-in.

By Jeffrey Oakley, Elizabeth Quintrileo, and Mary Tobin

August 16, 2012

Triple crown leadership requires building an organization that makes the three Es (excellent, ethical, and enduring) work in concert. Ultimately, an organization cannot be excellent without being ethical. Ethical and enduring practices do not lead to excellent results in and of themselves. Leaders must devise a strategy and plan for all three. Finally, leaders should not need return-on-investment calculations to insist upon ethical and enduring practices.

By Bob Vanourek and Gregg Vanourek

August 15, 2012

With a carefully designed training program, a company can evaluate the job at hand and make immediate corrections to an employee’s actions to improve skills proficiency. To be effective, training should be a well-planned systematic, holistic experience. A systematized training approach should have four steps: assessment, design, delivery, and evaluation.

By Michelle Benjamin, Founder and CEO, Benjamin Enterprises

The workplace today is fast-paced and dynamic, requiring rapid adaptability among its workers. To remain profitable, companies need employees to have sharp skills to help them rapidly adjust to an evolving global marketplace. Training employees to manage change is the key to a highly productive and agile workforce.

August 10, 2012

Author Bill Lane has seen only a few a careers destroyed at senior management levels by awful presentation skills. But he has seen more careers destroyed, or set back, as a consequence of one poorly prepared, rambling, artless, and useless presentation. Find out what NOT to do when it comes to presentations.

By Bill Lane

I have seen only a few a careers destroyed at senior management levels by awful presentation skills. But I have seen more careers destroyed, or set back, as a consequence of one poorly prepared, rambling, artless, and useless presentation.

Here’s how to do it—how to “Lose It” in one business presentation:

August 9, 2012

 

As if public speaking weren’t already challenging enough, occasionally you’ll find yourself presenting to an especially tough or senior-level audience. With such audiences, your prime directive should be: Don’t Waste Time. Here are eight other tips for dealing with a tough audience.

By Laura Stack, MBA, CSP

August 8, 2012

The best things you can do to facilitate someone else’s success go beyond addressing their skills, behaviors, habits, and mindsets. Unleashing potential in others is about three things: seeing them for who they can become, holding them accountable to that vision, and then walking the walk yourself.

By Rory Vaden

I study successful people for a living. I’m fascinated by what makes them tick, and the behaviors and habits that drive them to achieve great things while the rest of us settle for mediocrity. I use the insights gained over the years to help other people become more successful, and have learned that the best things you can do to facilitate someone else’s success go beyond addressing their skills, behaviors, habits, and mindsets. Unleashing potential in others is about three things:

August 7, 2012

All too often we use the same old job description, interview questions, training, supervision, etc., that we used on the previous candidate with the expectation that the next candidate will “succeed.” Why take this risk? Why not go beyond the “old” way of doing things and make some small changes to improve long-term results?

By Richard Lynell

Well, I took a little flak from some of my peers regarding my last article on organizational practices (http://trainingmag.com/article/unified-vision-talent-management). Some of the replies stated how their company only hired candidates who met or exceeded job requirements. Others told me how internal candidates were promoted based on certain performance and/or evaluation data; training was evaluated pre- and post-event; etc.

August 3, 2012

How professional trainers can put a fresh, motivating spin on SMART goals and help encourage employees to new levels of performance by setting BEST (Bold, Enriching, Supported, Targets) goals.

By Tim Toterhi, Senior Director of Organization Development, Quintiles

August 2, 2012

Although computer-based e-learning has been established as an efficient and cost-effective way to train a large group of employees spread across the globe, bad training can end up costing more than good training when you calculate the time, resources, and opportunity cost wasted on training that does not provide the desired ROI. Here are seven best practices, to help your organization provide high-quality technology training.

By Bill English, CEO, Mindsharp

August 2, 2012

Sprint Corp. found its employees’ usual reaction to legal, ethics, governance, and compliance training to be a resounding groan. So in partnership with Sprint IT, Sprint University (SU) developed a multimedia knowledge management portal on the corporate intranet that consolidated the content of 15 training courses, 10 Websites, and two manuals.

By Margery Weinstein

August 1, 2012

“Inclusion” is about how people experience the workplace. An inclusive leader creates an environment in which as many in the organization as possible, regardless of their “diversity profile,” are engaged. Recruiting diverse talent is hard enough. But creating inclusiveness may be even more of a challenge. One solution is to start with the group that offers the greatest “bang for the buck” and practice inclusion on that group.

By Caroline Turner

The term, “diversity,” is a bit “yesterday.” It brings to mind quotas, affirmative action, and other means of ensuring people in an organization don’t all fit the same profile. In any event, diversity alone is generally not adequate. To leverage the benefits of a diverse team, and to sustain diversity, the culture must be “inclusive.” The best workplace cultures are both diverse and inclusive.

July 30, 2012

It takes a concerted effort to re-engage people. The process will require that you take some time away from your clients, from your deliverables. It will force you to become a coach and no longer a player. But the results are exponential as you learn to harness the full power of all the people in your care.

By Adrian Gostick and Chester Elton

July 27, 2012

Over the course of the last few years, a series of innovations have fundamentally altered the way businesses function. As technology moves from the back end to become increasingly a part of each employee’s everyday tool set, these changes have created a gap in skills that many organizations now are struggling to fill—a gap that blends the needs of IT with sales, marketing, and other departments, and may be best bridged through training rather than hiring.

By Eric Berridge, Co-Founder, Bluewolf

Over the course of the last few years, a series of innovations have fundamentally altered the way businesses function. As technology moves from the back end to become increasingly a part of each employee’s everyday tool set, these changes have created a gap in skills that many organizations now are struggling to fill—a gap that blends the needs of IT with sales, marketing, and other departments, and may be best bridged through training rather than hiring.

July 26, 2012

Engaging and inspiring a workforce starts at the heart of the matter: your company’s goals. If an organization has a mission that engages and inspires the right employees, it can transform the company culture, and those effects will reverberate through how the company does business and deals with clients.

Every company wants their workers to be engaged, inspired, and working toward a common goal. But not every company has a plan for making that happen. An engaged and inspired workforce inspires people to work for your company, do business with your employees, and buy your products. How does an organization set itself apart as a place where people want to work and that people want to work with?

July 25, 2012

No matter what topic they teach, all learning and development professionals face the same challenge: audience engagement. To transfer new knowledge and skills to training session participants, instructors must first secure and hold their audiences’ attention. Here are five tips to elevate audience engagement.

By Antonio Tezen, Senior Technical Instructor, Halliburton

No matter what topic they teach, all learning and development professionals face the same challenge: audience engagement. To transfer new knowledge and skills to training session participants, instructors must first secure and hold their audiences’ attention.

July 23, 2012

Self-image is essentially how you view yourself—what strengths and weaknesses you believe you possess and what you believe you are capable of achieving. Self-image management starts with consistently sending the correct messages to yourself about yourself. Continually focusing on experiencing the success you desire causes your own belief in your ability to grow.

By Jason Selk

July 20, 2012

Don’t let your meetings turn into a weekly data dump. Surely, with all the new methods of communication (e-mail, company portals, etc.), you can find a way to disseminate data effectively. Instead, use your meeting time to share ideas and listen to your people. And, every meeting should have some element of training.

By Darryl Rosen

Do you use meetings to routinely dump mounds of facts, features, goals, and inventory levels on your team? Do your meetings exist solely for the purpose of disseminating information, or is some interaction built into the agenda?

July 20, 2012

While many people claim they can’t write—a vital skill no matter what industry you are in—it’s just not true. Most of the time we write to make a point. Doing so simply and clearly only makes sense. The shortest path from Point A to Point B is a straight line. However, you must practice. So take the chance. Experiment! Forget the big lie that “I can’t write” and give yourself the opportunity you deserve. More than once, OK?

By Cliff Hebard, Principal Consultant, Hebard & Associates Corporate Learning Systems, LLC

Anyone can write.

Period.

Unconvinced? Please hear me out. I’m a business/commercial writer, facilitator, and sometime journalism instructor, speaking from that experience.

“I’m no writer,” many of my students and workshop participants insist, making it sound like a confession. “I got C-minuses.”

Maybe so, but in a larger sense, it’s just not true.

If you can think, you can write.

July 19, 2012

New PDI Ninth House researchshows that one of the most critical aspects of a senior executive’s job is the ability to build talent, yet that same research shows that a leader’s ability to do so decreases as leaders move up in an organization. Here are four main ways organizations can ensure talent development remains a priority even at top leadership levels.

By Cori Hill, Director, High-Potential Leadership Development, PDI Ninth House

July 18, 2012

Identify about a dozen 10- to 20-minute activities you need to do over the next 10 days. Bring these small work chunks with you wherever you go. While waiting for a meeting to start or for a delayed flight to depart, you’ll be able to reply to an e-mail or phone call or review materials for a project you are working on.

 

July 18, 2012

While time zone problems seem clear, being aware of the differences in time and reaching compromises to reconcile those differences will help make your training more effective.

By Neal Goodman, Ph.D.

A major leader in the manufacturing industry was poised to launch a new series of lessons for its leaders around the world. The sessions would take place in offices around the world but begin with a single teleconference for all participants to introduce the series. The organizers were proactive in converting the time zone difference for all participants, but unfortunately, they didn’t account for some (but not all) time zones observing Daylight Saving Time. As a result, nearly one-third of the participants called into the meeting an hour late.

July 18, 2012

With all the effort that goes into diversity hiring, a new hire survey strategy can help preserve the investment while also combating early attrition for new employees overall.

By Beth N. Carvin, President and CEO, and Kerrie Main, Journalist, Nobscot Corporation