Corporate universities were first created in the late 1980s as an enhancement to traditional training departments.
Brooks-PRI Automation Inc., which delivers total automation for semiconductor manufacturing, has long understood that the traditional approach to training employees isn’t nearly enough to maintain a strategic competitive advantage in today’s business environment. Since April 2001, Brooks-PRI has been using…
To e or not to e ? That isn’t the question! ... Over the past year, e-learning has been variously described as the cosmic solution for all corporate learning problems or as a vast disappointment. Has e-learning been oversold by well intentioned but sho
The power of e-Learning has brought about a new context for learning in the training industry. The exciting universe of e-Learning balances the traditional classroom approach (ILT) and the constantly evolving technology-based learning (TBT). This balance
The motto of The Dixie Group Inc., an Atlanta-based floor-covering company, is "Building People as We Build Our Business." But when you have more than 3,000 employees in Georgia, Alabama and California, living up to such a motto is a challenging task. The
In 1999, PurchasePro spent a small fortune on instructor-led training (ILT) for sales, customer service, vendors and clients. They knew that e-learning suited their product well, yet e-learning wasn't ready for (Web) primetime. ILT was still more valuable
At conferences and in planning meetings, people concerned with education, training and performance improvement are talking about learning objects. What are they? What do learning objects promise your organization? And are they delivering on their promises
The potential impact of e-learning on today's companies is seemingly enormous. By providing personalization of courses, anytime/anywhere learning, more effective training and an increase in productivity, e-learning appears positioned to provide training
It's certainly not news that ongoing employee education is crucial to businesses surviving and thriving in competitive and uncertain markets. The delivery of that education, of course, is just as crucial, as different workers respond differently to different modalities. Technology,…
Given that you are where you are in your career, you certainly don't need to be told that your company's sales force holds the keys to advancement of your enterprise. This is a lesson learned long ago at corporations globally.…
Maintaining a strong sales force during difficult times is where training and development organizations struggle to maintain ground, as training budgets often become the focus of cost-cutting initiatives. The right type of salesperson can be a point of di
As chief learning officers, you are charted with cost-effectively managing training and ensuring knowledge transfer through your initiatives. In the past couple of years, you may have been caught in the e-learning boom and quite possibly have been burned.
The increasing presence on executive staffs of a chief leaning officer or someone with a similar title represents the emerging recognition that an organization's talent is a strategic asset- an essential element in achieving organizational goals.
If there is a single role that differentiates the CLO from other learning professionals, it is that the CLO must set the overall learning strategy for the enterprise. But what is a learning strategy, and what does it include? The most important element o
Falling stock prices, failed LMS implementations, poor course completion rates, slashed corporate budgets. In the face of all that, will e-learning be remembered as nothing more than a late salvo in the dot-bomb campaign?
With the evolving development of the information-based economy and the increasing need for high-performance employees, intellectual capital is becoming the most critical resource in the corporation. This means that those companies that do the best job of empowering their workers…
The enterprise-learning market is 37 percent larger than the U.S. motion picture industry, and more than twice as large as the burgeoning video-game industry. Even in the midst of the most recent economic recession, enterprise spending on learning grew 1.
When Stephen E. Scholl graduated from Albright College in 1979, he was armed with a sociology degree and a healthy respect for education. And while he didnï¿½t start out to be a teacher, a provider of educational opportunities is just what he became nonet
Managing training at a large corporation like Century 21 is no small challenge. With about 88,000 agents and 4,400 brokers dispersed across 30 countries, the paperwork alone stacks up like a mortgage application. But a mission is a mission, and at Century
Chief learning officers and others in charge of finding training solutions for their organizations are driven to focus on getting a financial return on their investments in learning. But often, getting a return on investment (ROI) involves far more. Reyno