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Business Strategy & Outsourcing Learning Community has researched the latest magazine, journal, and online articles to provide members of our knowledge community with the latest resources from industry thought leaders. Members may click on a link to access the article.
Seven Strategies to Increase the Business Value of Training
Written exclusively for Training Industry, Inc. by Doug Harward, April 2008
Maybe it's happening at your company. Training managers are under increased pressure to align training opportunities with the organization's business objectives. The mandate requires training departments to replace time-honored academic models with a new business oriented strategy aimed at creating sustainable value for companies. Simply put, the philosophy holds that better trained employees and customers mean a healthier bottom line.
Members may click here to read the full article
Metrics for Marketing Learning Programs
Marketing is simply an organization’s effort to get the right product in front of customers at the right time, at a price they’re willing to pay. When it comes to employee development, learning leaders should apply a similar approach to ensure learners get the information they need, when they need it.
By Chris Moore, Chief Learning Officer magazine, April 2008
Learning's Impact on Talent Flow
Bureau of Labor Statistics research indicates that employees will work for approximately nine companies during their professional careers. With the flow of talent between organizations on the rise, more enterprises will turn to their learning functions to help retain the best people.
By Dr. Robert Rodriguez and Gerry Hudson-Martin, Chief Learning Officer magazine, April 2008
The Role of Training in Continuous Improvement Initiatives
This report presents the findings of the first of two studies on "The Role of Training in Continuous Improvement Initiatives" conducted by TBM LeanSigma Institute and Training Industry, Inc. in March 2008. The survey was completed by 71 corporate training leaders broadly representing service, manufacturing and other industry segments across a range of company sizes. The research focused on what types of training function involvement and training matter most in ensuring the success of initiatives such as Total Quality Management, Lean, Six Sigma, and Business Process Reengineering.
Survey Results from Research Conducted by TBM LeanSigma Institute and Training Industry, Inc., March 2008
Speaking the Corporate Language: Measuring ROI
With a potential recession on the horizon, training budgets may be on the chopping block if learning executives are unable to communicate the value of that training to the C-suite.
By Lindsay Edmonds Wickman, Chief Learning Officer magazine, April 2008
Training Efficiency: Cost Optimization
This report presents the findings of the first of four surveys included in the "2008 Training Efficiency Masters Series" conducted by Expertus and TrainingIndustry.com. The survey was completed by 113 training leaders whose companies vary by industry sector and organization size, The research focused on identifying pressures to reduce costs; implementing value-based metrics; plans for learning technologies; priorities for budget expenditures; and other factors related to training efficiency.
Survey Results from Research Conducted by Expertus and TrainingIndustry.com, March 2008
Dave Letts on training outsourcing
A 30-year veteran of the human resources field, Dave Letts since 2001 has been general manager of Raytheon Professional Services (RPS), a subsidiary of Raytheon Company that provides outsourced training services to learners in 70 countries and 28 languages. Reflecting on his experience leading RPS’ 800 learning professionals who deliver services in some of the world’s largest and longest-running training outsourcing engagements, Letts shares his insights about the market.
Raytheon Professional Services, March 2008
Click here to read the full article
E-Learning Hits Its Stride
Despite some differing numbers, two widely regarded and independent reports on the U.S. training market conclude that 30 percent of employee learning last year occurred online. The question of whether workplace training improves worker performance remains unanswered, however.
By Garry Kranz, Workforce Management Online, February 2008
Bigger and More Complex Deals: A Sign of Things to Come?
RPS approaches the biggest, most complex, and longest training outsourcing deal ever!
Written exclusively for Training Industry, Inc. by Doug Harward, February 2008
We’ve all heard the term eLearning. It seems to be one of the “hot topics” or new buzz words in today’s landscape of corporate training programs. In 2006, 53 percent of all corporate training involved some form of eLearning (Bersin Associates, 2007). Even universities—stalwarts of traditional classroom learning—have jumped on the bandwagon, with 96 percent of universities with more than 15,000 students offering some type of online class (http://www.sloanc.org/publications/survey/survey06.asp, The Sloan Consortium, 2007). Beyond a doubt, eLearning is a concept embraced by students and instructors alike in both corporate and academic settings. But what is it exactly? And—even more importantly—how will it affect you?
By Joe Panebianco, TBM Consulting Group, Inc., March 2008
Learning Under a New Light
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.
By Andy Teng, HRO Today: January 2008/February 2008
Chief Learning Officer - CLO. An impressive title, isn't it? It speaks volumes about an organization's respect for the importance of training, and for the individual who oversees this critical business function.
By Doug Harward, Training Industry, Inc., February 2008
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.
By John Higgins & Robin Tapp, CLO Magazine, February 2008
Toyota financial Services builds an effective learning program aimed at keeping internal talent 'moving forward' in their careers.
By Russ Banham, HRO Today: January 2008/February 2008
"Come Together" by the Beatles. "We Are Family" by Sister Sledge. "Let's Get Together" by the Youngbloods.
If 2008 had a theme song, any one of these would do because integration is the name of the game this year in talent management. By Agatha Gilmore, Talent Management magazine, January 2008
At the beginning of every year, industry analysts and prognosticators work diligently to predict how various markets are going to change for their respective businesses. Well, the training industry is no different. What makes predictions for the training industry especially challenging is the high level of volatility of the market. How many times have you heard someone say that the first two things that corporate executives cut in down economic periods are travel and training? When the economy is good, companies spend more for training. When the economy is down, they do the opposite.
Written exclusively for Training Industry, Inc. by Doug Harward, January 2008
Funding and staff time toward supervisory, leadership and diversity learning programs will go up this year, a new study from Novations Group Inc. reports. These three varieties of employee development led 14 categories in a survey of more than 2,500 senior HR and learning executives conducted in December 2007.
By Brian Summerfield, CLO Magazine, January 2008
If you thought your workforce was most concerned with paychecks, benefits or corner offices, think again. New research from WorkLifeBalance.com reveals that 81 percent of employees believe a company’s work-life policies influence their decision to accept or quit a job.
By Agatha Gilmore, CLO Magazine, December 2007
One of the most touted new tools in the learning professional’s cache is the wiki, which refers to “open source” software that allows users to create taxonomies of easily changeable Web pages. More commonly, it describes a collaborative virtual community, in which each participant is completely empowered to contribute content.
By Brian Summerfield, CLO Magazine, November 2007
At the beginning of every year, industry analysts and prognosticators work diligently to predict how various markets are going to change for their respective businesses. Well, the training industry is no different. What makes predictions for the training industry especially challenging is the high level of volatility of the market. How many times have you heard someone say that the first two things that corporate executives cut in down economic periods are travel and training?
By Doug Harward, Founder & CEO, Training Industry, Inc, January 2008
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.
By S.M. Nafay Kumail & Anupma Bakshi, CLO Magazine, November 2007
Think of talent as an asset and management as a process. Much of the attention on talent management has been on the process and the tools to manage that process.
Learning has to do with the creation of a specific asset, the human capital that fits the business model of the firm. The importance of the specific human capital asset is seen by looking at tangible assets such as machinery, software and information systems.
By Michael E. Echols, Ph.D., CLO Magazine, October 2007
What you can't measure, you can't manage. Yes, we all know that, but seldom are able to translate this "knowledge" into "action"-especially when it comes to measuring the effectiveness of our training programs. Now, why is this so difficult, I wonder, when stalwarts such as Dr. Donald Kirkpatrick and Jack Phillips have already shown us the step-by-step way to measuring learning outcomes-three decades ago.
By Prakash Bebington, Aptech, November 2007
For the past several years, companies have placed increased pressure on 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..."
Written exclusively for Training Industry, Inc. by Barbara Edwards and Kaliym Islam, October 2007
A recent survey finds a surprisingly high level of dissatisfaction with learning management system (LMS) reporting capabilities, particularly limited standardized reports.
By Linda Galloway, Training magazine - Digital Edition, October 2007
Most learning leaders probably have heard of the 70-20-10 ratios of learning. For anyone unfamiliar with the concept, it refers to the argument that 10 percent of what anyone learns comes from formal educational events, 20 percent is derived from interactions with others and 70 percent springs from direct experience.
By Brian Summerfield, CLO Magazine, October 2007
Enterprise-wide learning and performance technology has become increasingly complex and more strategic over the last few years. New trends in online learning and an increasing emphasis on learning’s impact on business results have spurred the development of new learning management systems (LMS’s) and an overwhelming array of choices.
By Susan Swanson, Elearning! Magazine, Fall 2007
When Russia launched the world’s first space satellite in the late 1950s, America entered one of its many paranoid fits. According to the thinking of the times, Sputnik was a sign that the United States had lost its technological superiority — with a tin can spinning in heaven, Russia seemed to be running circles around us.
And so it is with China today. The fear is that China, armed with 1.3 billion people and a fistful of American dollars in its treasury, like Russia in the ’50s, is beating us at our own game.
By Robert Ubell, CLO Magazine, September 2007
During a kaizen event, we repeatedly stress, “Creativity before capital.” This means we should find ways to eliminate waste, solve problems, and make improvements without using money. To do this requires us to be clever, inventive, resourceful, and creative. But what exactly is creativity? Being creative means bringing something new into existence using imaginative skills. What is created could be a solution, a method, or an idea that you could work on in your personal or professional life.
By Joe Panebianco, TBM Consulting Group, Inc., August 2007
Recent conversations with learning executives, conducted through Expertusí Learning Intelligence Forums, revealed that attitudes about learning measurements are changing for the better.
By Mohana Radhakrishnan, Expertus Inc., August 2007
Many organizations invest in some form of leadership development for their top talent — they see it as a way to gain or maintain a competitive advantage.
Competency-based approaches to assess, mentor/coach, plan for succession and even promote leaders are the most common mechanisms for expending those training dollars. . By David Peck, Talent Management magazine, August 2007
Employees at Homewood Suites by Hilton are taking charge of their own learning opportunities with video iPods.
The 5,000 to 6,000 employees at all 204 properties in the United States and Canada will be able to reinforce training content using the devices, which were introduced with the residential-style hotel chain’s mobile training program. CLO Magazine, August 2007
It’s not easy for businesses to survive. Over half of this year’s start up businesses will fold within three years. What about the other half? What secrets do they know? What do they do differently? What suggestions can they share? In a survey conducted nationally, 100 successful (in business for 3-5 years) small business owners were asked to name ten things they did that attributed to the survival and success of their businesses. Here are The Top Ten (Plus One) most common responses in the form of questions the owners said they asked themselves daily.
By Cynthia Francis, Francis Group, LLC, August 2007
Increasingly, globalization influences everything around us as the ideas and cultures of others become more integral to day-to-day existence. Companies and learning organizations are revisiting the way they approach customers and markets, how they communicate with one another and the way they structure and manage the workforce to be more effective and successful across boundaries and diverse cultures.
By Lyn C. Maize and Joseph Daniel McCool, CLO Magazine, August 2007
The iceberg analogy (you can see only 10 percent above the surface, and the danger lies in the 90 percent hidden below the water) plays into a common CLO challenge for leadership development: How do you develop competencies in that hidden 90 percent?
Most leaders’ 10 percent that is visible to the CLO — technical knowledge and skill, basic intelligence and competence —often are used to gauge whether leaders are effective in their roles because they are easier to measure. But many leaders’ cache of skills that set them apart is tucked away in that elusive 90 percent, which is much harder to develop and assess.
By Kellye Whitney, CLO Magazine, August 2007
Imagine yourself on the bow of a ship. It’s nighttime. A thick fog fills the air. You can barely see your hand in front of your face. But you have no worries — you know exactly where you are, where you’re heading and what obstacles lie in front of you. That’s because the ship’s radar system and auto-navigation devices are looking 360 degrees around your vessel, warning you of unforeseen risks and giving you information to adapt accordingly and in plenty of time. As a chief learning officer, wouldn’t you like to have something similar that indicates risks and opportunities for your business initiatives? Well, the possibility isn’t too far-fetched, if you consider the concepts of business intelligence and apply them to learning.
By Chris Moore, CLO Magazine, August 2007
When TrainingOutsourcing.com and Expertus began the Training Challenges Survey Series a year ago, the goal was to explore the critical operational areas of training to find out what areas of corporate training are most painful, expensive, and difficult to manage. In other words, we wanted to know what are the biggest headaches in training.
Summary of Survey Results on 6 Key Topics - Research Conducted by Expertus/TrainingOutsourcing.com, July 2007
Identifying Business Issues With "Wishful Thinking"
It's a no-brainer. In order to improve an organization's performance, the performance of the workers who make up that organization must first be improved. Typically organizations address improving the performance of their workers by providing them with training programs. The simple mathematics of business however dictates that if the cost to improve the performance (of the workers) is more than the financial benefit of the improvement itself, then the cost of the improvement cannot be justified. Thus the competing components of any training program becomes the improvement gained as a result of the training, we'll call this the "training component" versus the cost to the business which we will call the “financial component”
Written exclusively for Training Industry, Inc. by Kaliym Islam, July 2007
In the last two articles, we looked at how adults learn, what conditioned behavior is, and how this shapes our current behaviors. Now it is time to use these concepts in the context of developing a training program. Let’s learn about instructional design and integrate adult learning theory where appropriate.
By Joe Panebianco, TBM Consulting Group, Inc., June 2007
Over the last five years, outsourcing has proven itself to be an integral part of most corporate training strategies. Recent research from Bersin & Associates finds that approximately 30 percent of all training expenditures go to outside suppliers or consultants. In some sectors, such as business services and government agencies, approximately 80 percent of budget dollars go to third parties.
By Mohana Radhakrishnan, Learning Circuits, June 2007
The final survey in the Training Challenges Survey Series, conducted by Expertus and TrainingOutsourcing.com, focused on the challenges related to learning measurement. The survey was launched in April 2007; more than 300 survey responses were collected. Approximately 37% of respondents were from companies with more than 5,000 employees; 22% were from companies with 1,000 to 5,000 employees, and about 40% of respondents were from companies with fewer than 1,000 employees.
Survey Results from Expertus/TrainingOutsourcing.com Study, June 2007
Typically, when a person mentions training, what comes to mind is a course, electronic or classroom-based, with lessons, assessments, activities, etc. When the audience is one of adults, however, traditional training can be a big burden, and the reasons can be anything from training being too tedious to lack of time.
By SM Nafay Kumail and Bhupendra Bahadur Singh, CLO Magazine, June 2007
In the financial services (and, increasingly, the corporate) world, compliance is a way of life. Governance, risk management and compliance (GRC) are the name of the game if companies are to abide by the law and avoid penalties and fines or both.
Beth Murphy, president and CEO of CFM Partners Inc., a regulatory compliance and training firm, outlined several actionable items the CLO and/or learning organization might want to consider to facilitate creating and implementing a successful, long-term GRC strategy.
By Kellye Whitney, CLO Magazone, June 2007
I have a favorite lamp that works fine if I coil its cord in exactly the right direction and plug it in a little off center. Technically, it's not broken, but if I move it one inch, the light won't come on.
Many corporate learning organizations are like my lamp — they work fine if they're not disturbed.
By Fran Morton, Talent Management magazine, May 2007
Software as a Service (SaaS) is quickly catching on as the preferred way for organizations to acquire access to business applications because it eliminates all the headaches, hassles and risks associated with traditional "on-premises" software. For example, the adoption rate for on-demand Learning Management Systems is skyrocketing. Compared to traditional on-premises LMS software, the SaaS delivery model is appealing to HR and training professionals for several reasons, including its lower start-up costs, reduced total cost of ownership and rapid deployment.
By Will Hipwell, GeoLearning, May 2007 Members may click here to read the full article
According to Larry Israelite, author of “Lies About Learning: Leading Executives Separate Truth from Fiction in a $100 Billion Industry,” there might be some, shall we say, untruths floating about in the learning and development realm.
By Kellye Whitney, CLO Magazine, May 2007 Members may click here to read the full article
In the great conversation about the coming talent shortage in the United States, much of the discussion has revolved around the 80 million or so baby boomers and their impending retirement. But as a few pundits have pointed out, the far lower numbers of Generation X professionals available to replace them is the other part of this equation. (Indeed, if there were an equivalent number of Gen Xers, this essentially would not be an issue.) Given this situation, it’s important for enterprises to understand the mindset of Gen Xers so they can recruit, develop and retain them.
By Brian Summerfield, CLO Magazine, May 2007 Members may click here to read the full article
While the stress on business efficiency is driving organizations to implement ERP, SCM, and CRM applications, deploying these applications and realizing their benefits is a complicated task fraught with a number of risks. Quite often, an enterprise-wide rollout is a global rollout.
By Vandana Pancham, Genpact, April 2007 Members may click here to read the full article
Learning—we have been doing it since we were born and continue to do it throughout our lives. We learn from teachers, mentors, and co-workers, as well as through our own experiences, successes, and failures. We learn in school, on the job, at home, and in our churches.
By Joe Panebianco, TBM Consulting Group, Inc., April 2007
Four trends are shaping today's learning industry: a convergence around talent management, value demonstration and optimization, the need for speed, and the dramatic growth of training outsourcing. Understanding these trends is the first step in making sure you're ready to take advantage of them as you develop, adjust and execute your organization's learning and development strategies.
By Will Hipwell, GeoLearning, Spring 2007 Members may click here to read the full article
If I were to ask you about school or your experience taking a class, what would be your first reaction? Most people react by getting the chills and making statements like, “I hated school” or “I never learned anything in school that was useful in my job” or “School is boring, dry, and dull.” This isn’t an article about the failing school system, overcrowding in the classroom, or poor results on standardized tests. But our experiences in school shape our views of learning and our behaviors. We carry these views and behaviors with us throughout our lives, and once we finish school and enter the workplace, they influence our roles there as well.
Some of the surveys conducted by trainingoutsourcing.com would go a long way in establishing the outsourcing of learning to be the need of the hour for many organizations that are not getting the value from the investment they make in training. There are compelling reasons for these organizations—both big and small—to consider outsourcing learning for the problem they face vis-à-vis employee learning, a distinct competitive advantage in the global knowledge economy.
By SM Nafay Kumail & Bhupendra Bahadur Singh, Genpact, March 2007 Members may click here to read the full article
Research indicates the average 21-year-old has played about 10,000 hours of video games. Other studies show adults learn and retain more in courses that incorporate game elements such as competitive scoring, increasingly difficult player levels and fantasy role-playing. With this in mind, Cisco Systems, a worldwide leader in Internet networking, in 2005 introduced its online Learning Game Trilogy: Rockin’ Retailer, Network Defenders and SAN Rover.
By Kellye Whitney, CLO Magazine, March 2007 Members may click here to read the full article
Are you constantly looking for innovative methods and techniques to encourage audience participation? Are you worried your training may not impact participants to change behaviors? Do you feel constrained by traditional pedagogical training methods? If you answered yes to any of these questions, using board games in your training is for you.
By The Learning Key, March 2007 Members may click here to read the full article
The fifth survey in the Training Challenges Survey Series, conducted by Expertus and TrainingOutsourcing.com, focused on training administration and operations challenges. The survey was launched in February 2007; 234 survey responses were received. Approximately 30% of respondents were from companies with more than 5,000 employees; 29% were from companies with 1,000 to 5,000 employees, and about 41% of respondents were from companies with fewer than 1,000 employees.
Survey Results from Expertus/TrainingOutsourcing.com Study, March 2007 Members may click here to read the full article
The task of ranking the top companies of employee-sponsored workforce training and development is no easy feat. This year, Training’s sixth annual report, adds 25 more companies to the list…Training Top 125.
Training Magazine March 2007 Members may click here to read the full article
The learning outsourcing market is exploding at such a fast pace, it might be more a question of “when,” not “if,” your organization will be outsourcing some aspect of the learning function. Whether you are already there, or you are new to the idea, you have a big advantage over the earliest adopters: the ability to learn from the experiences of organizations that have gone before you.
By Richard Klingshirn, CLO Magazine, March 2007 Members may click here to read the full article
For our first feature on the top players in training and development (T&D), we contacted 35 learning providers to gather some key data and facts about themselves and major competitors, which led to the determination of the final 13. They not only administer but also deliver training services to many of the largest companies. Some vendors use their own learning courseware to train a variety of employees, some implement learning software and programs developed by other companies, and others incorporate outside services. Besides administering training, providers track employees for data on attrition, completion, and results.
HRO Today, February 2007 Members may click here to read the full article
There has been a great deal of discussion and debate in recent years around the aging public sector workforce. Numerous articles depict the aging baby boomer generation as a looming crisis for public sector organizations while others believe the increased speculation around mass retirements is an exaggeration of the situation. The purpose of this study, the third in a series of four by IPMA-HR, is to explore what efforts organizations are undertaking to understand and monitor their workforce. Further, how do organizations anticipate their workforces and even jurisdictions may change due to a potential increase in employee retirement? How will these changes impact the organizations’ operations and abilities to achieve their overall missions or to deliver vital services? Will critical institutional knowledge be lost as workers retire and will key positions remain vacant due to dwindling applicant pools? This study examines these and other important questions related to the impact of the aging workforce.
Study Sponsored by Convergys, Conducted by EquaTerra, February 2007
Top learning analysts predict talent management will be the next “killer” application. They also maintain learning management system (LMS) vendors are leading the way in providing talent management solutions that integrate the processes for performance management, staffing, competency management and learning management.
By Chris Moore, Talent Management magazine, February 2007 Members may click here to read the full article
Mobile technologies are everywhere today — more than 1.5 billion of them, according to a recent report by Strategy Analytics with 10 percent year-over-year adoption expected through 2008. Cell phones, PDAs, iPods and handheld game consoles are just a few examples of the devices that have become common, everyday accessories.
By Ellen Wagner, Ph.D., CLO Magazine, February 2007 Members may click here to read the full article
The fourth survey in the Training Challenges Survey Series, conducted by Expertus and TrainingOutsourcing.com, was focused on LMS implementation and maintenance. The survey was launched in December 2006 and 202 survey responses were collected. Approximately 50% of respondents were from companies with more than 5,000 employees; 20% were from mpanies with 1,000 to 5,000 employees, and about 30% of respondents were from companies with fewer than 1,000 employees.
Survey Results from Expertus/TrainingOutsourcing.com Study, January 2007 Members may click here to read the full article
Modern, global business practices and interactions between employees and employers, as well as customers and the organizations that serve them, demand a concentrated focus on collaboration and cost-efficiency. The learning and development industry found a viable solution to the latter in outsourcing. Yet, collaboration remains an issue, one that can guarantee the success or failure of outsourced initiatives and consume any cost savings that an organization might have enjoyed otherwise.
By Kellye Whitney, CLO Magazine, January 2007 Members may click here to read the full article
The Business of Training and Development
The concept of "running training like a business" was first seriously discussed by Ed Trolley and David van Adelsberg in their 1999 book with the same title. Since that time, there have been numerous magazine articles, discussions, blogs, and books that basically addressed this same subject in some shape or form. As the years have passed, this topic continues to be popular, and discussions on how to achieve a business approach to training and development persist.
Written exclusively for Training Industry, Inc. by Kaliym Islam, January 2007 Members may click here to read the full article
What does Digitas, a digital and direct marketing company, have in common with Caterpillar, the manufacturer of heavy construction equipment? What about GM and Bellevue University? While these companies vary widely in size and industry sector, all have demonstrated innovation and excellence in corporate learning. They are among America’s 14 Learning Leaders for 2006.
By Linda Galloway, ELearning! Magazine, January 2007 Members may click here to read the full article
With the war for talent in full swing, today’s CLOs find themselves thrust into a more strategic role, as company leaders look to them to help address a wide range of talent management issues. Learning no longer is just about “training,” but it is now seen as a strategic function that can transform a company into a high-performance organization.
By Peter McStravick, CLO Magazine, January 2007 Members may click here to read the full article
Outsourcing design and development of e-learning has become a key strategic initiative for many organizations because of the obvious benefits of receiving specialized services, which might not be available in-house, in a cost-effective manner. But how does one select the “right” outsourcing partner when there are numerous options from which to choose?
By S.M. Nafay Kumail & Anupma Bakshi, CLO Magazine, January 2007 Members may click here to read the full article
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