Articles for HRD Managers and Training Directors
Those who lead the learning function still need to learn . . .
Top 10 Market Predictions for 2009: Are YOU ready for the New Training Industry? by Doug Harward
In 2008, we made 7 predictions. In retrospect, we believe all were correct in some relative form (view 2008 predictions). In making this year’s predictions, we took into consideration how last year’s market played out, the current economic climate, the availability of capital for investments in new products and services, and the expected profitability of corporations which generate demand for training programs. Read more.
Learning When to Outsource Learning by John Higgins & Robin Tapp
Perhaps the most interesting part of the question, “When and why is it right for me to consider
outsourcing my organization’s learning function?” is that the answer has changed so
dramatically in such a short time. Read more. (PDF)
So, You Aren't a CLO - Do You Deserve to Be? by Doug Harward
Chief Learning Officer - CLO. An impressive title, isn't it? It speaks volumes about an organization's respect forCLO the importance of training, and for the individual who oversees this critical business function. It also implies that the top training executive has ascended to the coveted executive "C-Suite," where he or she enjoys unfiltered access to all other department heads, the CEO, and occasionally even the Board of Directors. In short, it signals that training has arrived. Read more.
The Training Value Gap by Barbara Edwards and Kaliym Islam
For the past several years, companies have placed increased pon their training departments to quantify the impact that the programs they deliver have on the larger organization. As a result of this pressure, training managers have spent more and more time attempting to prove value that their training brings. This effort has tended to focus on return on investment or ROI, and essentially argues that, "when we have training, the organization is better because..." Read more. (PDF)
Learning under a New Light by Andy Teng
Of all the people development-related services entrusted to HR, none is less centralized than learning. That’s because the training and development of employees and executives often are the charge of autonomous business units that set budgets, choose vendors, and decide on outcomes. As most HR leaders realize, the majority of the dollars spent on learning, training, and development for internal and external workers falls beyond their control. Read more.
Knowledge or Information? by Jack W.
Companies gain a competitive advantage from information by providing the right information to the right managers at the right time. If information isn't timely, it is often useless. For most of the past several decades, corporate investments in IT provided employees with information useful to their jobs. These investments paid off, for the most part. Not so for knowledge-management investments. Read more.
Effective Context Building: Critical for Training’s Impact on the Business
by S.M. Nafay Kumail & Anupma Bakshi
It is indisputable that business-relevant, technically accurate content is one of the essentials for effective training. There are two main reasons for failure of training that is intended to positively impact employee performance and business at large. Read more. (PDF)
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