Features This Issue
Theorists and practitioners typically use "purpose" to refer either to a company's mission or to the people a company employs. When referring to a company's mission, we talk about the "purpose-driven organization."
Companies with mentoring programs report higher employee satisfaction, increased loyalty and lower turnover. Mentees and mentors perform better, earning more promotions and salary increases over time.
"Ours is the most diverse workforce in the history of mankind." "Our workforce speaks 18 different languages." "To have four - sometimes five - generations working together side-by-side is truly unprecedented."
In today's workplace, there's an unseen force influencing our decisions. Multiple studies show that:
If the ultimate goal of training and educational interventions is to increase what learners know so they can make more informed decisions and perform better, then it stands to reason that the ultimate value of any training intervention is dependent on
In the business world, women leaders are still a minority. This statement comes as no surprise to most of us; what is surprising is that men outpace women in leadership roles across every sector in the world:
26 Jul 2018
Rich Sheridan, CEO of Menlo Innovations, uses Cognitive Collaboration™ to make his company "a workplace people love," solve challenging software problems, and deliver Menlo Innovations' mission
In the 21st century, collaboration trumps strategy. It's collaborate or evaporate. The forces of complexity, diversity and speed now shape our workplaces: the complexity of challenges, the diversity of workforces and the speed of change.
Training Industry Magazine
Perspectives and expertise for the learning leader.
Thought Leaders This Issue
This edition of Training Industry Magazine challenges us to think broadly about how and when we need to focus on the long-term skills impact of training programs. When it comes to truly impacting the performance of an employee on the job, we have to think
One of the significant developments for the training and development profession over the past 15 years has been the emergence of new approaches that extend the focus on learning beyond formal events such as classrooms, workshops and e-learning modules.
Do you know when your onboarding, sales training or customer service curriculum will break, and why?
Look around your workplace. It's not hard to locate an employee staring down at their mobile device. Today, everyone connects with friends, colleagues and even mentors outside of their immediate work space on a regular basis.
Let's take a trip down memory lane for a moment; all the way back to elementary school. Remember the excitement of taking field trips, where you would pile into a school bus and travel to a museum, historic landmark or other educational hotspot?
In a recent study by Training Industry, we wanted to understand what the most common challenges were that training leaders faced in deploying training to employees. The ability to sustain the impact of training surfaced as one of the top challenges.
Companies rarely think about providing training to people making the transition into their first leadership position until the individual actually settles into their new role - or later.
All of us believe in knowledge. And when we teach a seminar or deliver an online module, we are confident that someday, somewhere, our students will find the new information valuable.
Info Exchanges This Issue
The brightly colored office space is a flurry of activity and voices as a phone rings and a Quicken Loans' Client Care Specialist pushes the button on her headset, says, "Thanks for calling Quicken Loans."
In the past, most organizations developed global leadership skills by expatriating or through globally cross-functional teams. That is yesterday's solution.
Learning and development (L&D) managers must be able to translate how learning efforts relate to business expectations. If you expect to build credibility within your organization, then it is time to start showing your business credentials.
Avnet, an IT products and services company, is expanding its services to become a more comprehensive technology provider. In 2012, the company acquired Magirus Group, a European distributor, and used Magirus' training capabilities to expand its own small