Content about Family Relation

February 17, 2012
New Article: What’s an LMS? Part 2

Lessons learned about Learning Management System implementation, software training, internal marketing, and user adoption from the Training & Organizational Development manager at Multi-Chem.

 

By Glenn Drysdale, Training & Organizational Development Manager, Multi-Chem

February 17, 2012
What’s an LMS? Part 2

Lessons learned about Learning Management System implementation, software training, internal marketing, and user adoption from the Training & Organizational Development manager at Multi-Chem.

By Glenn Drysdale, Training & Organizational Development Manager, Multi-Chem

Recently, I embarked upon an adventure: implementing the first Learning Management System (LMS) in our company. The first article (http://trainingmag.com/article/what%E2%80%99s-lms-part-1) looked at identifying needs, making the business case, choosing a vendor, and obtaining senior leadership buy-in. Here in Part 2, we look at implementation, software training, internal marketing, and user adoption.

February 10, 2012
What’s an LMS? Part 1

Recently, a Training & Organizational Development manager implemented the first Learning Management System (LMS) in his company, Multi-Chem. He says it has been a rewarding venture, providing functionality the company has needed for some time. The experience yielded many lessons that might be helpful for others. Here are some of the lessons he learned along the way.

By Glenn Drysdale, Training & Organizational Development Manager, Multi-Chem

Recently, I embarked upon an adventure: implementing the first Learning Management System (LMS) in our company. It has been a rewarding venture, providing functionality we have needed for some time. The experience yielded many lessons that might be helpful for others. Here are some of the lessons we learned along the way.

December 12, 2011
Hidden Costs of Temporary Workers

The practice of applying cookie-cutter, commodity pricing to people comes at a huge cost. As the temporary staffing industry matured, the typically large disparity in pay between full-time regular employees and temps gave rise to a wide gap in the quality and dedication levels between the two types of workers.

By Randall Hatcher

During the early days of temporary staffing in the 1960s and ’70s, most companies turned to this option on a short-term, project, or seasonal basis only. As they started to increase their number of temporary workers, the enormous cost savings caught the attention of the number crunchers. Before long, some “temporary” jobs were lasting two, three, or five years, and others would end only if the business folded.

November 23, 2011
Last Word: Remember When

Trainingmagazine graciously asked me to write the final Last Word column for 2011 in view of my 50-plus years as a training professional, my creation of the Four Levels of Evaluation, and my recent
retirement. Much has happened through these last 50 years.

By Don Kirkpatrick

Trainingmagazine graciously asked me to write the final Last Word column for 2011 in view of my
50-plus years as a training professional, my creation of the Four Levels of Evaluation, and my recent
retirement. Much has happened through these last 50 years.

July 25, 2011
Training Today: Father of the Four Levels Retires

After creating the Four Levels of Evaluationmore than 50 years ago, Don Kirkpatrick recently announced his retirement. His “swan song” took place the end of May in Orlando at the ASTD national conference when he conducted his final workshops on the four levels. He reminisces with Training about the evolution of the four levels.

After creating the Four Levels of Evaluation more than 50 years ago, Don Kirkpatrick recently announced his retirement. His “swan song” took place the end of May in Orlando at the ASTD national conference when he conducted his final workshops on the four levels. He reminisced with Training about the evolution of the four levels:

July 1, 2011
The Story of The Four Levels of Evaluation

Can you believe Don Kirkpatrick’s four articles on Reaction, Learning, Behavior, and Results were first printed in a trainingjournal more than 50 years ago? Immediately, they began to get the attention of training people. Some called them the “four levels,” while others named them the “Kirkpatrick Model” for evaluating training programs. Kirkpatrick actually had not called them either one.

By Don Kirkpatrick

Can you believe my four articles on Reaction, Learning, Behavior, and Results were printed in ASTD’s Training & Developmentjournal more than 50 years ago? Immediately, they began to get the attention of training people. Some called them the “four levels,” while others named them the “Kirkpatrick Model” for evaluating training programs.

I had not called them either one. They were based on my 1954 dissertation for my Ph.D. at the University of Wisconsin and research I had done between 1954 and 1959.

June 6, 2011
Soapbox: Good to Great to Gone

The story of Circuit City’s meteoric rise and catastrophic fall reveals myriad leadership lessons. It also underscores the critical strategic role that training and development play in a company’s continued success.

By Tom Wulf

In early 2009, 34,000 American workers lost their jobs and one of retail’s greatest stories of entrepreneurship abruptly came to an end. More than 250,000 people—families, suppliers, supporting businesses—were impacted directly by the closing of Circuit City Stores, Inc. The 60-year-old retailer, with a presence in every major U.S. city, seemed to just disappear.

June 1, 2011
The First 30 Days: Fast START for New Managers

Authors Sean O’Neil and John Kulisek say new managers looking to make a smooth transition and deliver results right out of the gate need to START right: Survey the landscape. Tailor the team policies and strategy. Announce the plan. Roll out the plan. Tweak the plan based on the first 30 days.

By Sean O’Neil and John Kulisek

You might not yet be a manager, but you’ve been assured that your time will come. And suddenly, in the middle of a run-of-the-mill work week, your phone will ring, and your boss’ boss will be on the line telling you “congratulations,” that “you made it,” and that “you start next week.” Oh, no.