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The employment market is fragmented and diverse. Every sector of business requires instructional designers and developers. Many employers prefer Instructional Designers (IDs) with experience in their business sector. This means that subject/content experts with a talent for teaching often move into instructional design using their field-specific knowledge as the key to open the door to course design and development, but with little or no formal preparation for quality instructional design and development. This paper discusses the practice analysis process, including survey results that generated nine primary skill set domains for IDs.  
According to Accor Services 90% of organizations say employee engagement impacts business success, but 75% of organizations have no engagement plan or strategy. Senior leaders are the visible face of an organization. These leaders are responsible for building and communicating the vision and strategic direction of the company. Employees belief in senior leadership is one of the three critical ingredients of employee engagement. When employees believe in and trust senior leader companies are more likely to have a higher level of organizational engagement. Dale Carnegie Training’s White Paper "Building a Culture of Engagement: The Importance of Senior Leadership" explains how leaders can build a workforce around organizational engagement which gives their company's a competitive advantage.
Research shows that effective sales coaching can dramatically improve the performance of sales teams - in some cases driving up revenues by 20% or more. But all too often sales organizations find it challenging to develop a sales coaching program that's embedded in a coaching culture.   Read this 5-page white paper and learn best practices and strategies for developing an effective sales coaching program for your sales organization.   In this white paper you will learn how to: Implement a proven sales coaching model Create a coaching culture Use metrics to maximize the ROI on coaching Turn sales managers into great coaches
Goal management is among the most powerful methods companies have to execute business strategies. Thousands of studies have examined the impact of goal management on workforce productivity.  The common finding from this research is: Effective use of goals often increases employee productivity levels by 25% or more.  The financial value of goal management is staggering given the relatively low cost associated with implementing goal management methods. Because the value of goals is tied to fundamental psychological principles of employee behavior, the benefits of goal management do not depend on being in a certain industry or market.  If a company employees people then it will benefit from better goal management.
Executing talent management activities before they’re needed is an earmark of a successful business. With aging workforces and a shortage of critical talent being among the biggest challenges facing today’s businesses, strategic workforce planning - the discipline of forecasting future gaps between demand and supply of critical talent, to ensure that you have the appropriate workforce mix three, five or ten years from now - has become one of HR’s most important responsibilities.
Tracking and assessing workforce-diversity programs shouldn’t be hard work, but it should be a top priority. Because businesses benefit when they employ highly engaged workers with different backgrounds, HR leaders and hiring professionals contribute directly to a company’s success when diversity programs meet their goals. The opposite also is true: Workforce-development professionals who do not effectively measure the outcomes of their diversity programs are in danger of having the programs — and perhaps their jobs — deemed expendable. Ongoing competitive pressures are driving business leaders to demand that all investments return bottom- or top-line improvement, including workforce diversity programs.
Performance Analysis - What is it and what are the benefits of doing one? The purpose of conducting a performance analysis is to identify the cause of poor performance so appropriate corrective action can occur. More specifically, is the issue or problem caused by a skill deficiency? If so, then a training solution would be appropriate. If the issue or problem is not a skill deficiency, then a non-training solution is the better fit.
Analytics are at the heart of a modern data-driven business. When it came to content, we used to rely almost entirely on anecdotes and guesswork. That is no longer good enough - content is at the heart of the sales and marketing process and we must know how it is being used and how it is performing.   Marketing Automation tools made that a reality for marketing content. They let marketers analyze and optimize content marketing efforts during the first half of the sales cycle, providing analytics to show how effectively content moves customers through the funnel. But until recently, as soon as a deal was handed off to the sales team, it entered a content black hole.   There has been no way to answer very basic questions about sales content. Do reps have what they need? Do they use it? Do customers pay any attention to it? Does any of this actually generate real revenue? Even in our increasingly data-driven world, sales content has remained back in the days of guess and hope. But an emerging set of Sales Enablement platforms has changed that. They manage sales content throughout your sales engagements and use analytics to give you full visibility into how that content performs. This guide walks through eight reports that answer the key business questions about sales content and shows how to use them to optimize the way your company engages with customers.
No matter how fun your game-based solution is supposed to be, you will still need a plan for launching it, promoting it, and measuring it. How will you communicate about the game? Will you require players to play? How will you incentivize play... or do you need to incentivize?
Talking with the C-suite, having a seat at the table, being a trusted advisor…whatever you call it, this form of success only comes from credibility fostered by a reputation of consistently giving good advice. This white paper will help you develop what it takes to propel yourself and your department into the confidence of senior leaders, reliably and consistently.
Do you wake up every Monday raring to go to work, full of new ideas, confident that you’ll be able to implement them, and passionate about what you do?  If so, would you like to stay that way?  And if not, doesn’t that sound pretty great? Best-selling author, keynote speaker and bona-fide expert on employee engagement, Bob Kelleher has researched and reflected on these issues deeply.  In his new book, I-Engage:  Your Personal Engagement Roadmap" Bob offers valuable insights and even potential solutions.  Click below to download the first chapter of this latest revelation.  It begins... Engagement is the key. Back in 2003, global consulting firm Towers Perrin (now Towers Watson) identified and defined an intriguing concept that would go on to revolutionize the way companies thought about their most important asset: their employees. Called "employee engagement," it was originally loosely defined as "the capture of discretionary effort." Discretionary effort, simply put, means going above and beyond at one’s job, or putting in additional effort, because one wants to do so. 
We struggle with problems that seem unbeatable. Will we ever be able to improve employee engagement, cut costs, grow profit, and improve quality? These organizational problems are really team problems, and team problems are primarily people problems.  
Imagine the difference between looking across the room through a glass of muddy water and a glass of clear water. The muddy water represents how our decision making is impacted by negative emotions. Our minds were designed to keep us safe. Every moment your brain is scanning around you to see what might threaten you. Luckily, most of us are not physically threatened very often, but our brain also picks up threats to our self-esteem. 
An Approach - The Reality of Product Management  The illusion of control drives adversarial relationships between customers and the project team. Made up dates/effort in the Project Schedule are treated as truth. Project Managers are judged by their ability to meet these made up dates regardless of what happens during the project. Leaders and customers shy away from defining the measurement of DONE. Lack of clarity about expected measurable outcomes and how this ties to business ROI is often avoided, vague or missing entirely in discussions.
"Performance management" sounds wholly positive. After all, who can argue with better performance? And effective performance management (PM) programs can deliver significant, tangible benefits such as: Increase in time spent on strategic priorities Improvement in employee productivity Jump in project completion rates More decrease in turnover
Paper in Brief Discover the limits of "feel good" teambuilding activities, especially when critical business results are on the line Explore a thinking-based system to help teams build trust faster, streamline communications, make better decisions and get the benefit of diverse perspectives Learn how to apply the latest research on thinking and team effectiveness to achieve specific business objectives, whether the team is virtual or co-located, intact or cross functional Get practical tips for overcoming three common team challenges
Whether you call them Ice-Breakers, Session Starters or Warm Up Exercises, they are a MUST in every training environment. A great session starter can set the tone and give you the needed information to plug into your learners quickly. They can build interest, help learners buy into the objectives of the training session and set a climate that encourages learning. 
Discover the impact of a Volatile, Uncertain, Complex, Ambiguous (VUCA) world on current and future leadership requirements.    Learn how thinking agility will help you and your leaders adapt, focus and get more done in a rapidly changing and increasingly noisy environment. Explore four specific steps you can take to build your own and others’ thinking agility. Create your own action plan from the provided checklists to start putting better thinking to work for better performance and results.
This paper is focused on the mobile virtual classroom but don’t worry, we’ll be covering the other concepts (globalization and social networks) in future publications. (The concepts are useful here to help explain the context in which we will be discussing the mobile virtual classroom and its place in the modern virtual classroom.)
Although this sounds like a cheer on the sidelines of a football or rugby game, this could also be your mantra as a performance consultant when encountering resistance from your client!
Managers are the connective tissue of your culture, creating a series of invisible, interwoven links between individuals, leaders, the business, and the strategy. When managers are living, promoting, and celebrating your culture, they are bringing it to life every day at the team level. This is critical because that’s where the real employee experience takes place.
"If you don’t know where you’re going, any road will take you there!"  - Lewis Carroll This quote from Alice in Wonderland will predict your journey if you are leading your L&D function without a vision and mission statement. With helpful tips, techniques and exercises, we break it down for you so you can easily develop a function vision and mission statement of your own.
You want your managers to deliver results. Not just any results - you’re looking for breakthrough results. In order to get that done, they must be viewed by their teams as smart, likable, hard working, and caring. But there’s another quality that can make or break a manager’s pursuit of success. Managers can only get their teams to execute the strategy successfully if they start with themselves. They must understand the strategy itself and see how internal/external forces and trends impact the business. They must know the customer needs and requirements, as well as be a role model of the culture, behaviors, and values of the organization. This paper will help managers discover, synthesize and internalize these critical qualities. Download Below.  
The partnership between trainers, managers, and learners are like a three-legged stool - knock one leg out, the rest will fall. This article discusses what trainers can do to strengthen their partnership with the other departments in order to make learning more effective.
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