Training News

  • Achieving Digital Excellence
    Although no two companies will follow the same roadmap in their digital transformation, here is a short list of absolutes that can provide the framework for digital success and can be empowered through employee development and change management support.Article Author: Ben Grinnell, Managing Director and Global Lead, Technology and Digital Service Line, North HighlandMore than a third of businesses today will be dead in 10 years. That was the sobering prediction made by Cisco’s then-CEO John Chamber in one of his last speeches before he retired in mid-2015. He didn’t stop there. The only ones that will survive will turn their companies into digital, techie versions of themselves, and many will fail trying, he asserted. This thinking is why even the most analog of businesses are hard at work trying to close the digital gap. In fact, a recent North Highland-sponsored survey of 200 C-suite-level U.S. and UK business leaders found that... Read more »
  • Training Your People to Move Agendas
    Moving an organization forward relies on people’s capacity to take their ideas and work them through the maze of resistance, overcome challenges, and put those ideas in place.Article Author: Samuel B. Bacharach, Co-Founder, Bacharach Leadership GroupOrganizations—like people—have a tendency to get “stuck.” Inertia sets in, and patterns of past behaviors repeat themselves. How can we avoid this tendency, and enable people at all levels of an organization to move new ideas forward, without getting clogged up in an organizational quagmire? One of the most important—and least talked about—skills for organizational success is the ability to move an agenda or project through this corporate maze. Your managers and high potentials may know how to do their jobs, but in a complex organization, can they move agendas? Are they able to lead an idea from discovery to concrete implementation? I have been working with executives for more than 30 years, and I have determined... Read more »
  • We Are Entitled to Our Title
    Many companies today are creating unique and innovative titles for their employees (or letting them create their own)—one way a company can boost employee morale, performance, and job satisfaction.Article Author: Earl Dechsakda“Minister of Dollars and Sense” is also a title for Chief Operating Officer (COO) at Make-A- Wish Foundation. Subway refers to its employees as “sandwich artists.” Titles such as these certainly draw our attention and help us to understand the culture of a company. No matter where we are from or what language we speak, work title and status are universal. Try introducing yourself to a stranger without adding your title in front and compare it to when you use your title first. There will be significant differences in response and attitude. Business owners and entrepreneurs must think of the overall image of the company when they try to create the culture. For example, they should ask themselves, “What are we trying... Read more »
  • Training Top 125 Best Practice: Gamification at Total Quality Logistics
    The Ambition gamification system allows Total Quality Logistics to easily track revenue, call time, call volume, customer setups, and load count.Article Author: Edited by Lorri FreifeldTotal Quality Logistics (TQL) is a fast-paced sales organization with a competitive culture within the transportation industry. The organization saw an opportunity to enhance its training methods to match the competitive nature of its Logistics Account Executives (LAEs). Though TQL regularly holds revenue and effort competitions within and among its sales teams, it saw the need to put a structure in place to drive brokerage revenue through a competition format that allows the company to accurately measure return on investment. Program Details TQL implemented a gamification system called Ambition throughout its training programs to help increase brokerage revenue and productivity. The system allows TQL to easily track revenue, call time, call volume, customer setups, and load count. It displays the stats for each LAE to view through a... Read more »
  • “Virtual Teams Are Worse than I Thought.” A Response to Patrick Lencioni
    3 principles that can ease the inevitable challenges of virtual teamwork.Article Author: Terence Brake, Director, Learning & Innovation, TMA WorldDear Patrick (hope you don’t mind the informality), I read with great interest your piece, “Virtual Teams Are Worse than I Thought,” The Hub, May 2017. First, I say, “Thank you,” for all the powerful insights you have contributed to the study of successful teams. I am not alone in owing you a debt of gratitude. It sounds like a “but” is coming, doesn’t it? I don’t mean to be a “Yes, But(er),” more of a “Yes, And(er).” As someone who has worked on, studied, trained, and written about virtual teams (VTs) for many years, I just want to add some thoughts to your point of view. VTs are challenging, there is no doubt. Even, as in your case, when your virtual colleagues are “virtuous, kind, and gracious human beings,” challenges emerge. You specifically... Read more »
  • Why LMSs Are Not Built to Manage Instructor-Led Training—And What to Do About It
    Instructor-led training and e-learning have fundamental differences: Learning technologies should address them for optimal management.Article Author: Stéphan Pineau, CEO, Training OrchestraLearning management systems (LMSs) have been around for nearly 30 years, and nearly every organization has one—or more—to manage their training and learning functions. But the truth is, LMSs were never designed to manage instructor-led training (ILT)—and ILT is likely one of your biggest training investments (representing 70 percent of training, according to Brandon Hall). So why do LMSs struggle to manage ILT, and what you can do about it?   Understanding ILT Processes ILT is fundamentally different from e-learning: It involves more complex back-office processes and a wider range of resources, and as a result, tends to be more costly. One question is crucial in understanding why LMSs fall short in ILT management: What’s most important to you in managing ILT? A successful ILT program generally hinges on the achievement of three core... Read more »
  • Training Challenge: How Do You Teach Balancing Numbers and Instinct in Decision-Making?
    Author: By Margery WeinsteinWe live in a world driven by data and numbers. If you tell many people that you “just have a feeling” about something, they will tell you to do research to make sure your “feeling” is correct. The problem is there is a lot in business for which research and statistics will only take you so far. For example, you can do all the research and statistical analysis in the world, but that won’t tell you definitively whether it’s a good idea to hire an applicant. Or numbers can tell you whether an acquisition makes sense. But there’s also the human “factor”: What do you think of the management of the owners of the business you would be making the deal with, and what do you think about the corporate culture of the company they have created? It was heartening to see an executive who doesn’t discount her instincts profiled... Read more »
  • Structuring Your Kirkpatrick Evaluation to Get Better Feedback from Classroom Training
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    With an increasing number of digital tools available for augmenting traditional classroom trainings, it is essential to evaluate what works and what doesn’t.Article Author: By Blake Beus, Director, Learning Services, Allen CommunicationsHow do you know whether an instructor-led training (ILT) was effective? Was it worth the time and money your company invested? If it seems the answer would become obvious once employees returned to work, it’s often not. There are several factors to consider. Assuming participants did learn some new information, an employer still has to ask: Did they enjoy the training? Does the learning match up with what’s happening in the workplace? Will they have the motivation to alter long-standing habits? Will the training have an effect on the bottom line? There are so many considerations to make when evaluating training or employee onboarding effectiveness (and it’s so important to do so!) that it helps to have a system in place specifically for that purpose.... Read more »
  • 4 Tips for Developing Great Leaders
    The strongest organizations are not built overnight. It takes time to identify and develop tomorrow’s leaders, and companies that put in the work will realize more benefits than just having a succession plan.Article Author: Joanne Wells, Manager, Center of Excellence, Halogen SoftwareExecutives and Human Resources (HR) professionals know that an organization is only as strong as its leaders. Having the right people in the right places can make all the difference for a company’s success. However, according to research from Gallup, only 18 percent of current managers have the talent required to do their role well. Gallup also found that natural leaders possess a combination of five rare talents: Aptitude for motivating others Assertiveness to overcome obstacles Excellence in building trusting relationships Capability to create a culture of accountability Ability to make unbiased decisions that benefit the whole While the Gallup research shows that only 1 in 10 people possesses these skills naturally, 2 in 10 have at... Read more »
  • How to Leverage Your eLearning Investment to Grow Your Business
    You can distribute your content through learning technologies and an extended enterprise to take eLearning content to new learners—generating new, untapped revenue and extending the company brand and influence beyond its traditional reach. Article Author: Deb McMahon, Ph.D., CEO and President, Scitent eLearningUntil recently, eLearning generally has stayed within an organization’s four walls or its membership, focused on utilizing intellectual property or content for training an internal workforce and/or for value-added member training. But today, organizations of all types are seeking to create different and new types of revenue streams. Leveraging your company’s investment in your intellectual property is one effective way to accomplish this. You can distribute your content through learning technologies and an extended enterprise to take eLearning content to new learners—generating new, untapped revenue and extending the company brand and influence beyond its traditional reach.  But there are several pieces of the puzzle you must complete to be successful. Along... Read more »
  • Training Top 125 Best Practice: 555 Quarterly Career Development Review at SpawGlass
    The meat of the quarterly career development review model focuses on SpawGlass’ five core values: Trust, Teamwork, Think Like an Owner, Professionalism, and Passion.Article Author: Edited by Lorri FreifeldBeginning a few years ago, all of the salaried team members at SpawGlass, a Texas-based commercial construction general contractor, received a 360-degree career development review. Once a year, team members were reviewed and formally evaluated by their manager with input from four to six of their internal customers. Spawglass’ goal was to review 100 percent of its team members each year. The organization usually reached 85 to 90 percent complete. The remainder either received an incomplete review or none at all. The problem was that SpawGlass wasn’t seeing much benefit or change as a result of those 360-degree reviews. The review process was burdonsome, took a lot of time, generated too much paperwork, and ended up falling on the same person’s desk over and... Read more »
  • 5 Ways to Make Digital Game-Based Learning Work
    The presence of clear, measurable learning objectives is what differentiates Digital Game-Based Learning (DGBL) from gamification.Article Author: Miguel Nino, Instructional Design & Training Manager, Virginia TechDigital game-based learning (DGBL), however popular, often faces criticism. Sometimes its relevance cannot be determined, while in other instances failures during implementation do not provide the best experience for learners. Nonetheless, the use of digital learning games has been effectively use in a wide variety of settings, including health care, corporate training, the military, K-12 schools, and higher education. By adopting these five practices, instructors can enhance the experience of their learners: Identify the appropriate learning domain. Usually in instruction, it is easy to assume learners only need to acquire mental skills or knowledge they can recall or apply later on. This kind of domain, known as cognitive, is not the only aspect that is relevant to learners. Sometimes a change in behavior or attitude (i.e., affective... Read more »
  • Managing Your Boss When One of You Works in a Remote Location
    Too often when people communicate primarily via telephone and e-mail, they neglect scheduling regular one-on-one conversations and, as a result, their communication tends to be disorganized, incomplete, and random.Article Author: Bruce Tulgan, Founder and CEO, RainmakerThinking, Inc.Some bosses are harder to get ahold of than others. You or your boss might work from home, an office across town, or a client location across the world. I’ve heard countless stories from very determined boss-managers who’ve had to stalk their bosses from remote locations, calling every 15 minutes until the boss finally answers. Or texting. Or faxing. Or Facebook messaging. Scheduling two-way Web cam conferences. Even showing up on-site at the boss’s location to try to get some one-on-one time. I hope you are not in that situation. The best situation is for you and your boss to work out a protocol for a regular schedule of one-on-one meetings whenever you can. Here are some... Read more »
  • Good Results, But Abusive Work Environment
    Author: By Margery WeinsteinIt seems like we’ve been in austerity mode for a while now in many, if not most, industries. There are salary and hiring freezes, and an emphasis on profit like we’ve never seen before. One reason for middle-class wage stagnation, especially when compared to earlier generations, may be that investors and business owners expect a greater profit than their counterparts from earlier eras. With that in mind, maybe it shouldn’t be surprising that Uber’s work culture has come under attack. But the article, originally published in The New York Times, has generated a lot of interest online. “…the focus on pushing for the best result has also fueled what current and former Uber employees describe as a Hobbesian environment at the company, in which workers are sometimes pitted against one another and where a blind eye is turned to infractions from top performers,” the author of the piece, Mike... Read more »
  • You’re Wasting Money on Training
    I want to spend my time designing and delivering great interventions that help individuals and organizations get even better at what they do. So we need to find a way of building in the way we measure success to the actual interventions. Here’s how.Article Author: Dawn Metcalfe, Managing Director, PDSiDo you know how much money you’re wasting on training? Probably not. Not because it’s impossible but because it’s so expensive to find out that we don’t bother. But we know it’s a lot. Everyone says so, and we just feel it to be true. If you stand, as I do, in front of people and show them the “forgetting curve” proposed by Ebbinghaus, you will always gets of audience reaction as they nod their heads and tell the person next to them that it’s true; that they’ve noticed in themselves and others that people take training courses, but nothing much changes in... Read more »
  • Perceiving Everyday Athenas
    Excerpt from “Athena Rising: How and Why Men Should Mentor Women,” by W. Brad Johnson, Ph.D.; and David Smith, Ph.D. (Taylor & Francis Group).Article Author: W. Brad Johnson, Ph.D.; and David Smith, Ph.D.Whether at the boardroom table or the break room table, women are more likely to be overlooked or just plain ignored by men. Sometimes, they don’t even get a seat at the table. And when they do get a seat, their ideas and contributions are not always taken seriously. Thinking about her own early career experience at the executive table, Kathy Hannan, partner for diversity and corporate responsibility for KPMG, said, “I had been sitting around the key leadership table. At times, I would make a comment and it would get a tepid response, maybe some head nodding. Then, two or three people down the line, a male says exactly what I just said and everyone says, ‘Wow,’ and... Read more »
  • The 6 Habits Every Great Trainer Must Have
    Regardless of what field they are in or what they are training, the most exceptional trainers I’ve met share these six qualities. Article Author: Nate Regier, Ph.D., Co-Founding Owner and Chief Executive Officer, Next ElementI train, I train trainers, I train master trainers, and I coach trainers to greater effectiveness in their craft. I’ve worked with the entire spectrum of Learning and Development professionals, from novice to world-class. I’ve experienced the thrill of delighted and active participants, the agony of a completely disengaged crowd, the stress of students who just want to sabotage, and everything in between. I started my career as a clinical psychologist facilitating inpatient psycho-education groups for court-ordered drug and alcohol addicts. Talk about people who didn’t want to be there! I also have experience as a facilitator doing teambuilding, ropes courses, and adventure-based learning. I am passionate about the secret sauce of successful learning and behavior change. It... Read more »
  • Training Top 125 Best Practice: Red Roof Inn Inc.’s RED Academy
    Learning management system RED Academy has allowed Red Roof Inn to better correlate training initiatives with business metrics such as customer service scores, turnover, and increased revenue.Article Author: Edited by Lorri FreifeldRED Academy is Red Roof Inn Inc.’s learning management system (LMS), which launched in August 2014. RED Academy has been welcomed and embraced by the organization because it not only addressed many business goals but is also a pragmatic, easy-to-use, one-stop shop for the Inns. Prior to RED Academy, Red Roof Inn content was housed in many locations, including Sharepoint, shared corporate drives, e-mail, and desktops. New franchisees didn’t know where to go to get information, and Red Roof veterans were never sure if they had the most up-to-date version of what they needed. Program Details Each new employee hired at the Inn level is automatically enrolled in RED Academy as part of their orientation. New employees go through Red Roof’s standard... Read more »
  • Be Adaptable—Leadership Lessons from Jack Welch
    This article was adapted from “21 Success Sutras for CEOs” by Professor M.S. Rao.Article Author: Professor M.S. Rao, Ph.D.“It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.” —Charles Darwin CEOs must not only embrace change but also lead change during both normal and turbulent times. Being prepared to change mentally helps them avert turbulent times within the organization. As such, CEOs must have organizational agility to achieve organizational adaptability. When we look at CEOs who have led change successfully through organizational adaptability, Jack Welch, the former CEO of General Electric, comes to mind. Here is a look at Jack Welch and his management principles and philosophies, and leadership tools and techniques that made GE one of most respectable companies in the world. Organizational Adaptability and Antennae The dean of leadership, Warren Bennis, once remarked that adaptability is... Read more »
  • June 2017’s Top Reads
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    In partnership with getAbstract, Training brings you June’s top three business books recommended to our readers.Article Author: By getAbstract     More than 11,000 business books are published every year—an overwhelming choice for busy professionals. Therefore, in partnership with getAbstract, Training brings you June’s top three business books recommended to our readers. “Narrative and Numbers. The Value of Stories in Business” by Aswath Damodaran (Columbia University Press, 2017, 296 pages, ISBN: 9780231180481; $17.16). Numbers are nothing without a story, and a story needs numbers to back it up. So says New York University finance professor Aswath Damodaran in this illuminating guide to valuing companies. He offers step-by-step instructions on figuring out how much you should pay for shares in Amazon, Uber, or any other enterprise. Damodaran provides an intriguing, insightful look into combining number crunching with storytelling. While never giving investment advice, getAbstract recommends his manual to investors and managers seeking to master the use of... Read more »