Jan
20
The Strategic Value of Workplace Training and Development
January 20, 2010 | Leave a Comment
Training can be defined as the process of teaching or learning a skill. That’s the textbook definition. But in reality, the concept of training has many more aspects than just learning a skill. To many organizations, training is a means of meeting regulatory or legal requirements. Common to this purpose, for example, is training employees in the rules of sexual harassment in the workplace. There are other examples, as well: Safety Training for employees working with industrial equipment to meet insurance requirements or training in the organization’s policy and procedures. There is management training, too. One of the programs we see quite frequently is Training for New Supervisors. (You can find an expanded list of typical training courses on the eLeaP Learning Management System’s website at www.eleapsoftware.com)
Training can also become a means of altering behavior, not in a punitive way but so that gaps in organizational performance can be closed. Common to this thread is the findings of an audit, financial or for certification. On occasion, findings require corrective action and if that affects a relatively large number of employees, training is often the solution to meeting the requirements.
For the individual, training can be a way to earn professional certification. Although some certifications may involve learning new skills, it is not directly focused on them nor is it the primary motivating factor. Likely, the motivation for gaining professional certification is to advance one’s career or become more employable. We consider this “professional development.”
There’s no argument that compliance or certification training is very important…to the organization, to the individual, or both. But the questions that we hear again and again is this: “How does training add value to my organization? “Why should training and professional development be a part of our strategy?” “Where, exactly, is the return on the investment?
Get more answers at: http://www.eleapsoftware.com/free-training-resources/strategic-value-workplace-training.htm
Jan
4
10 Ideas To Optimize Online Training and Maximize Impact
January 4, 2010 | Leave a Comment
What Executives and HR Professionals Need to Know About Developing Online Training
Here’s what you’ll find covered:
* What it takes to make online training effective
* 10 key methods to optimize online training for maximum impact
* Working with technical material
* Engaging learners and measuring impact
* Key elements in selecting a Learning Management System
To download this valuable research white paper, click here.
Oct
20
7 Critical Questions about e-Learning: What Executives and HR Professionals Need to Know About e-Learning
October 20, 2009 | Leave a Comment
Download Your Free Research Bulletin on
* The key challenges preventing e-learning success
* How e-learning benefits organizations (hint: your compensation might depend on it)
* What not to do when it comes to choosing a vendor – cost does not equal quality.
* Simple strategies for implementing eLearning in your organization
Oct
13
Employers anticipate that most of their future job openings will require more education and training
October 13, 2009 | Leave a Comment
According to a study sponsored by the Business Roundtable, a Washington-based association of chief executives of large companies, regardless of the current difficult conditions, its harder to find qualifies employeable labor. Most employers are coming up short in their search for the right skills and talent for this hypercompetitive world.
Even as they come up empty in their search for talent, employers anticipate that most of their future job openings will require more education and training.
Don’t be caught in this predicament. Look to boost your training and development efforts by using training systems such as eLeaP Training Platform and LMS.
Oct
7
Building a solid foundation for enterprisewide training
October 7, 2009 | Leave a Comment
What do you do when you have 8000 employees all across the globe? What happens if the culture treated training and development as an afterthought on the org. chart?
Read the NetApp story below:
“They used to try to avoid NetApp University, or they said ‘NetApp Who?’ instead of ‘NetApp U,’” Nagarathnam said. “Now we’re integral to the business.”
Nagarathnam said the company’s learning organization was in disarray when he joined, with bits and pieces of training here and there and a lack of clear direction and focus. Company revenues had been growing steadily from $1.17 billion in 2001 to a reported $3.4 billion in fiscal year 2009, and NetApp’s global workforce had hit 8,000 employees, but NetApp University had simply failed to keep the pace.
“They had too many pockets of training within NetApp because the learning organization really hadn’t stepped up to meet the requirements of the company,” he said. “The systems, processes and consistency of offerings were completely missing.”
In his year and a half on the job, Nagarathnam focused on building a solid foundation for enterprisewide training that delivers education opportunities to NetApp’s internal employees, external partners and customers. It didn’t take long to see results.
NetApp University recently received the Total Customer Experience award — the top award within the company.
“It typically goes out to sales organizations,” Nagarathnam said. “It’s very, very rare for an accomplishment of this kind to be recognized for the award. It speaks volumes to the impact we have made. As our COO announced at our all-hands [meeting], we are now giving a competitive edge to our company with the way the training organization is supporting the readiness and the development of the employees.”
Get more at: http://www.clomedia.com/profile/2009/October/2755/index.php
Interested in starting your training or learning center? Get help here.
Sep
1
Employment situation might be improving: According to Report.
September 1, 2009 | Leave a Comment
Fifty-three percent of employers plan to hire full-time employees in the next 12 months, and 40 percent plan to hire contract, temporary or project professionals, according to a survey released Tuesday, August 25, by job board CareerBuilder.com and Robert Half International Inc.
The survey also found that 47 percent of hiring managers cited underqualified applicants as their most common hiring challenge.The annual Employment Dynamics and Growth Expectations Report provides an overview of the current employment situation, as well as a glimpse of the future hiring landscape. The report offers information on what types of professionals employers will be looking for when economic conditions improve.
The survey questioned more than 500 hiring managers and 500 workers.
Take advantage and start your employee training now. See eLeaP Employee Training System in action today.
Aug
28
Job training to combat blight and help at-risk area youth
August 28, 2009 | Leave a Comment
The shuttered, spray-painted home on Buffalo’s West Side stood as a symbol Tuesday of the blight plaguing the city. But community leaders believe it will soon stand as a symbol of progress.
The Winter Street home is the first of its kind slated for renovation at the hands of 60 at-risk youth being recruited for a federally funded YouthBuild program by Western New York Americorps and PUSH Buffalo.
Aug
27
Efficiencies from “Fresh Outs”
August 27, 2009 | Leave a Comment
We have known engineering and technical talents are getting harder to come by. Well one engineering firm seems to have found the answer — hire “fresh outs” – these are fresh graduates out of college.
Partly for new talent and also for ability to transform certain stale organizational cultures.
“Efficiencies gained
Schlumberger’s fresh-outs-only policy is part of a longstanding recruiting strategy.
“The idea is that our industry is unique and the company has its own culture,” Hood says. “We develop new hires and they progress into other responsibilities. We give employees the opportunity to have a diverse career without leaving the company.”
New hires undergo a three- to five-year field engineer training program, with three promotions typically occurring during that time. The training program represents a substantial investment for the company.”
Read more from Workforce Management
Aug
26
OSHA establishes “Watch List” to strengthen integrity of Outreach Training Program
August 26, 2009 | Leave a Comment
The U.S. Department of Labor’s Occupational Safety and Health Administration (OSHA), in an effort to crack down on fraudulent trainers, is continuing to strengthen the integrity of its 36-year-old Outreach Training Program by publishing an “Outreach Trainer Watch List” of those who have had their trainer authorizations either revoked or suspended.
For more info: http://www.dol.gov/opa/media/press/osha/osha20090917.htm
Aug
12
U.S. Department of Labor Awards $10 Million to Train Older Workers
August 12, 2009 | Leave a Comment
The U.S. Department of Labor awarded $10 million in funding to organizations that connect older Americans to career opportunities. The Aging Worker Initiative: Strategies for Regional Talent Development, is designed to train workers 55 and older for jobs in high-growth, high-demand industries, and increase the public workforce system’s capacity to effectively serve an aging worker population. The Department has also launched a private-public partnership with the Atlantic Philanthropies, which will invest an additional $3.6 million in this effort
“This grant provides opportunities for older Americans who face challenges reentering or remaining in the workforce,” said Secretary of Labor Hilda Solis. “With expanded education and skills training, these workers can broaden their own career opportunities and contribute to the growth of industries throughout the United States.”
Ten awards of approximately $1 million each were made to organizations in Indiana, Louisiana, Maine, Maryland, Michigan, Pennsylvania, Texas, Vermont, Washington and Wisconsin. The grants awarded target older individuals who have been laid off and are seeking re-employment; need to stay in the workforce beyond the traditional retirement age, but need training to increase their skills; and who face other barriers to employment such as disabilities or low levels of English proficiency.
As part of its investment in the Aging Worker Initiative, The Atlantic Philanthropies has funded the Council for Adult and Experiential Learning and the Council on Competitiveness to provide assistance to the grantees, and document and disseminate effective strategies to promote career opportunities for older workers.
The ability to develop, attract and retain a well-educated and skilled workforce is a key factor in economic growth. Successful applicants recognized that older workers are a valuable, though often underutilized, labor pool that can meet the workforce needs of regional economies. Currently, 22.6 percent of the U.S. population is over the age of 55. Between 2006 and 2016, the number of workers 55 and over is projected to increase by 36.5 percent.
“In the wake of the economic downturn, the impact of The Aging Worker Initiative is all the more important,” said Marcia Smith, Senior Vice President of The Atlantic Philanthropies. “This effort will create opportunities for older adults to work, support themselves and their families, and contribute to the reinvigoration of their local economies.”
For more info: http://www.doleta.gov
For more info on training solutions: http://www.eleapsoftware.com
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