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For the term "Business Development".

Organization Development Fundamentals: Managing Strategic Change

About 60 percent of all organizational change efforts fail. And some authorities believe that the quintessential management competency for the future will be the ability to manage change. But how can change be managed? And is it even possible? Organization development (OD) has been around for a long time. But OD is not taught in most business schools, a fact that complicates matters when it comes to managers trying to lead change with and through people. Too often the project plan is elevated…

Mastering Global On-the-Job Development

Study after study has shown that the most influential and lasting learning and development occurs not in the classroom and in general time, but on the job and just-in-time. Yet most talent development functions are required to do more for less. How can individualized, global, just-in-time, on-the-job development be reconciled with doing more for less? This session will show how Sutherland Global Services, a business process outsourcing organization of more than 40,000 employees, was able to…

Leadership Development for Sustainable Growth

In this session the speakers you will hear about Deniz Academy’s success story of adding value to business goals with integrated talent management processes, using examples of onboarding programs, leadership development programs, and others.

How to Keep (and Increase) Your Learning and Talent Development Budget

The need for business results of learning is very clear. Executives want it and managers who support us need it as well. This session shows you how to design learning and development to deliver results. To move the evaluation to impact and ROI doesn’t mean you have to start measuring. It means that you have to change programs from the beginning, starting with why and moving through the talent development cycle with a complete focus on delivering results that executives want to see. This…

Global Talent Development: Best Practices and Trends

In this session, you will hear from the authors of the newest ATD publication focused on global talent development (GTD). The speakers will cover the best practices in GTD that they discovered through interviewing more than 30 global thought leaders from a wide variety of corporations and business schools. They will also discuss the trends that were uncovered in the interviews and how they will likely influence the future of training and development. By giving you time to consider proven…

Creating a High Performance Organization Using the Ultimate Development Toolbox

Helping our organizations deliver outstanding business results, while contributing to the skill development and career management of others, is our biggest thrill as training and development professionals. This session will describe how to connect four popular T&D industry tools to create the ultimate development toolbox. Using these tools together creates an airtight organizational commitment to development. You will build better leaders and increase your organization’s talent bench by…

Chain of Evidence: Prove Learning Solutions Contribute to Business Results (TU419)

Have you ever experienced frustration when business impact measurement data that was obtained and reported about following a learning solution implementation was challenged at the conclusion by leaders as a causal factor? In this session, you will be introduced to a model, known as need hierarchy, used to link investment made in developmental solutions to business impact. This model comprises four categories of needs, each of which must be identified and addressed on the front end of any…

Branding Learning A Red-Hot Strategy for Talent Development Professionals

With branding, you can blaze a trail for learning in your organization that proves value, adds credibility, creates buzz, and garners support at all levels. Competition for attention, time, and resources in organizations is stiff. With escalating demands on talent, building a compelling brand for learning is essential. Engaging staff, demonstrating value to the C-suite, and aligning the learning function’s brand to the organization’s brand are a must for all talent development professionals. To ensure continued support for investing in learning in these tough economic times, executives must trust that it is central to meeting the business needs of the organization. It’s up to each of us to communicate the learning function’s ability to create growth and better value for the business. Through this webcast, you’ll add the following branding essentials to your portfolio: – tools to assess the learning function’s current brand in your organization – processes to develop and implement an authentic brand for learning – techniques guaranteed to create buzz around learning – links to resources for honors, awards, and recognition to build and sustain a powerful brand.

Overview of Executive Dashboards for Learning and Development

Dashboards showcase metrics and data on various initiatives and the overall performance of business functions. Leaders use this information to take stock of the current situation and chart a path forward. Learn how to create an executive dashboard that accurately showcases the learning function and communicates your importance to leadership. Who should attend: Managers of the learning function will benefit from this course.

Turning Trainers into Strategic Business Partners

This issue of TD at Work will instruct on how to make sound decisions about which talent development strategies to pursue–ones that will provide the biggest benefit to your organization–by showing how to uncover stakeholder perspectives, optimize strategic alignment, and monitor your training effectiveness.

Training as a Business Partner

Becoming a business partner with an organization is quickly becoming the norm, rather than the exception, for training and development professionals. But where do you begin to build the credibility and expertise to truly participate at the partner level in an organization? This issue offers solid advice using a four-step process to build the baseline credibility necessary for a seat at the business partner table. Useful self-assessments are provided along the way to check your readiness for each level, as well as a template to create a business-oriented annual report for the training function.

Basics of Instructional Systems Development

Instructional systems development (ISD) can be a complicated business, and sometimes you just need an overview. Heres the Infoline for you. This issue provides an ISD overview along with a short profile of each component the simple design model known as ADDIE (Analysis, Design, Development, Implementation, and Evaluation). You will find a detailed explanation of each element along with practical advice on building your next training session using the model. The issue includes a useful course design checklist to keep you on track. Author: Chuck Hodell
Product SKU: 259706 ISBN: 978-1-56286-213-8
Pages: 16 pages Publisher: ASTD Press
Format: Booklet

The Complete Guide to Building and Growing a Talent Development Firm

Position your consultancy for longevity and growth. “How do I position a talent development business for lasting success?” is a question Stephen L. Cohen fields regularly. In his practice, he hears it posed countless times in countless ways by independent consultants, corporate executives, and training suppliers alike. Cohen fills The Complete Guide to Building and Growing a Talent Development Firm with answers. And it is why he has organized this guidebook by key milestones for establishing a successful consultancy—one specifically focused on content, delivery, and instruction. Whether you want to start your own firm or take the next steps to grow, Cohen has been in your shoes. In his 40-year career in talent development, a deep understanding of industry best practices—and their nuances—has guided his many efforts to found, expand, merge, and even sell thriving talent development firms. Delve into timeless lessons for getting your talent development firm off the ground and start moving your business forward. You’ll find sage advice on overcoming barriers to success and tips for handling potential industry disruptions. Learn to: Build a consultancy that survives and thrives the tests of time.

Decision Support Systems – Introduction, Categorization and Development

Decision making is central to the success of your business. A Decision Support System (DSS), if used correctly, can help you make unbiased and quality decision, improving overall performance of your organization. A smart application relies on both human and artificial intelligence. However, make sure that a DSS is customized to specific needs of your business.

Training and Development – A Key HR Function

Training and development is one of the key HR function. It id the responsibility of the human development department to take a proactive leadership role in responding to training and business needs.

Leadership Development: Reinventing Management for 21st Century

Because of the compelling challenges that future leaders face, there is a need to reinvent management and transform business. The message for future leaders is that they can reconcile themselves to the fact that the future does not hold any promise or they can help to transform the world of business through proactive and visionary leadership.

Climate Change and Global Businesses

This article examines the climate change issue and its relation to modern capitalistic forms of rapid and unchecked development. The key themes in this article are that unless businesses take drastic action along with governments and civil society, we would be heading into devastation and destruction of the ecosystems and the planet. Further, this article makes references to recent events such as the floods in India, the red alert pollution in Beijing and China with reference to Climate change.

Youth Entrepreneurship and Business Support

In this section, we shall look at few of the barriers that exist in Business Area including Business Information and Developmental Assistance as well as Business Knowledge and Support.

The Business of Film – Online Course

Explore the world of film finance, production, development and distribution, with this online course from The Open University and Pinewood Studios.

Highlights: The Open University’s Trends in Learning 2017 from the CIPD Learning & Development Show

Our highlights from The Open University’s Simon Tindall, Head of New Business Worldwide session at the CIPD Learning and Development Show 2017, providing insight from The Open University’s Institute of Educational Technology (IET) research, where they identified 6 key trends in learning for 2017

Mastering Software Development in R Capstone | Coursera

Mastering Software Development in R Capstone from Johns Hopkins University. R Programming Capstone 2000+ courses from schools like Stanford and Yale – no application required. Build career skills in data science, computer science, business, and more.

Protecting Business Innovations via Copyright | Coursera

Protecting Business Innovations via Copyright from The Hong Kong University of Science and Technology. Protecting Business Innovations Via Copyright Intellectual property rights (IPR) has a great impact on innovation development and society. In …

Protecting Business Innovations via Trademark | Coursera

Protecting Business Innovations via Trademark from The Hong Kong University of Science and Technology. Protecting Business Innovations Via Trademark Intellectual property rights (IPR) has a great impact on innovation development and society. In …

International Business I | Coursera

International Business I from University of New Mexico. We live in a world of intensifying global relationships, one in which international business has become the key determinant of economic development and prosperity. This course, Global …

Fundamentals of Global Energy Business | Coursera

Fundamentals of Global Energy Business from University of Colorado System. Learn about diverse and integrated markets for primary energy, and the essential considerations driving business leaders and policy makers in development of global energy …

Business Strategies for Emerging Markets | Coursera

Business Strategies for Emerging Markets from National Research University Higher School of Economics. The course aims to transfer the fundamental knowledge and to form the basic competencies necessary for the development and the implementation …

Freelancer Guideline

What does it take to be a freelancer and work for your own? It may not be as easy as it sounds. Things like accounting and business development are probabl

A Perfect Guide to Lead Generation

Leads are like lifeblood of business development for B2B companies. All type of businesses require a consistent and steady stream of business leads. One of the most popular options for lead generat…

How I Built My Career at Google

Head of Business Development at Google Fiber, Kristen Morrissey Thiede shares lessons learned after 12 years at Google as well as some key hiring advice.

What is the Definition of Sales 2.0

Have you heard of Web 2.0? What about “Sales 2.0”? There is new sales 2.0 conference that is owned by Selling Power Magazine — it remains to be seen what specific direction they will take it. Is Web 2.0 the same thing as sales 2.0? What is the current buzz surrounding sales 2.0.? There are two camps currently: Camp 1: Sales 2.0 is the use of web 2.0 technologies (and technology only) for sales or sales-related purposes. Camp 2: Sales 2.0 is the “Next Evolution” of Selling — where Selling is taken to the next level What do you think? Add Your comments? Recently, I asked the question to my LinkedIn Network… here is what some people said: View these answers on LinkedIn too ———— Aaron of Office Tools, LLC Says: Sounds to me like you have answered your own question, but it’s more than just using technology and resources like web portals and Blackberries. It’s also combining these technologies into your relationship with the prospect in a manner that is attuned to their comfort level as well, i.e. don’t make your customer a technology guinea pig every time a new tool is introduced. ——————— Martin B Success Coach, speaker, trainer and author. Known for his focused, rapid-results coaching. Says: Again to me it is about integrity, ethics and how they work with the customer for all the technology in the world can not replace that. I think sales 2.0 will include the sales person building an on-line quality reputation that will go with them over time. Of course I think being a CRSP ( Certified and Registered Sales Professional ) is very important as well. Quality relationships take time and SHOULD take time, technology can help but it still demands the basics. http://inquireonline.info/sales/sales-as-a-profession ———————– Nathan, a Director of Client Services Says: Interesting question and I hope this helps. I had been meeting with clients about a potential proposal for two months and doing a lot of work with them in between. They put on events as a part of their business model so I showed up to a happy hour one night to network and build rapport. They called the next day and wanted a proposal immediately. It was for a pretty big project so I got to work immediately. I sent the proposal to the principal and his VP of Advertising (two person show). I got the email from her (VP) Monday morning saying they were going with a different company. I did the customary follow up with an email asking why and didn’t hear back for several days. The VP of Ads is pretty into her myspace account and added me as a friend four days later (we got along well socially). I ended up following up with her on myspace, found out that it was a price point and we are currently renegotiating the terms of the proposal. ————- Brian a Life Sciences Training, Marketing and Branding specialist Says: Great question and one in which I view there being multiple answers to. These answers could be based on existing sales methodologies along with the technology stack, both current and planned, that will used within the sales organization. Sales 2.0 for us is evolving. Sure, we use standard SD processes and have a great CRM in place. Beyond this, what is sales 2.0? – Web advertising – Web networking – Blogs – White papers – SME webinars – Referral marketing – Tying it all together – Any so many others If I were to define sales 2.0 for the industry, I would state the following today. — Sales 2.0 is the sales approach where proven development methodologies are combined and blended with new communication & collection mediums where the client is empowered through the use of information to make well informed decisions — Yes, I said empowering the customer. As the web is now a central point in all communications, providing the information that your client’s seek is paramount to being viewed as a strong player in the service or product field that you serve while this also will help them in making better decisions. When structured property, Sales 2.0 approaches should increase contact to conversion ratios without all the (hub-bub) normally associated with sales development. I view a perfect sales world to be the day that a blinking super ball with your logo on it IS NOT required to impress a potential client, but a well formed and intuitive intake process does so without all the old school glitz. —————— Flyn P, The Inside Sales Guru Says: Sales 2.0 is the integration of all sales best practices as Web2.0 tools are now integrated for websites. I find many people stuck on one sales method over another when all of the methodologies have best practices that are probably applicable to most selling environments. The other half of this solution is that sellers have to learn to embed and incorporate best practices into their sales processes instead of placing the sales process on top of what they are doing. It is my belief that the most effective way to teach a sales best practice is from within the sales process for which you intend to use it. This means you must find the appropriate places and applications for the best practice and then customize it to fit your specific selling process. It is one thing to lean about “impact” questions it is another thing to apply them to your selling. Thus, you take the impact question and put it in the sales process for ABC Co. and make the question ABC’s. Impact Question: “What is the impact of the bottleneck in manufacturing on revenues?” ABC may not have such an issue in their selling — the key problem may be productivity of a widget in an adverse environment. The impact question that directly addresses that issue must be developed and made part of the selling process. The result is salespeople don’t need to figure out how or when to ask the question. That combined with the use of all sales methods and best practices would be Sales2.0. I hope that helps. Clarification added 5 days ago: I have noted that other addressed marketing issues and I would agree with these ideas — I kept my answer strictly to “Selling.” ———- Christian, an International CRM & e-Marketing Expert – Techno-Marketing Specialist Says: Dear Brian, More than a collection of technologies that help sales professionals personalize information for customers and interact with them rapidly, Sales 2.0 should be considered as the synthesis of new technologies, models, processes and mindsets. It is about leveraging people, process, technology, and knowledge to make significant gains. It means integrating the power of Web 2.0 and on-demand technologies with proven sales techniques to increase sales velocity and volume. It also relates to increased communication and collaboration between sellers and buyers and within the selling team, together with a proactive and visible integration of knowledge and measurement of the buying cycle into the sales cycle. It seems that Sales 2.0 truly merges sales and marketing into a seamless effort to target buyers more effectively using innovative and integrated tactics with an objective to bring in a lot more business at a lower cost. It is also about making anything and everything in the sales and marketing lifecycle measurable, so that you can take that information and resulting analysis to further optimise your sales process. More streamlined processes, together with the technologies to carry out smarter approaches, can immediately help organisations that are committed to moving their sales and marketing efforts to the next level of performance and dramatically accelerate their sales cycle. For further insight on this and related topics, please see http://www.saastream.com/my_weblog/2007/11/sales-20-taking.html#more —————– Joe G, a VP and Research Director, Sirius Decisions Says: Sales 2.0 is being trumpeted in the market place as the next wave of sales automation technology that will improve sales productivity, reduce cost of sales, increase customer loyalty and drive sales performance through the roof. Sound familiar?… think of SFA 1.0 promises. Sales 2.0 is – or should be – a focus on adapting customer engagement strategies to the rapidly changing environment that is dominated by the unrelenting evolution of the Internet. While leveraging technology should be a part of any approach, it is just an enabler to a broader sales readiness strategy. Obviously there are a variety of perspectives on what Sales 2.0 is, should or could be. I would suggest a visit to the blog at The Sales 2.0 Network website: http://sales20network.com/blog/ Duncan, A Business Development and Salesperson Says: To me Sales 2.0 is more about leading your customer to the best conclusion rather than ‘closing’ them through manipulation and hard sales tactics. i.e. you should strive to make sure that the product is a good fit for your customers and that your customers are a good fit for your company. The better the fit, the more repeat sales and referrals you will get. posted 5 days ago Nigel: CEO, Sales 2.0. Next Generation Sales Information, Telesales & Consulting Says: Hi Brian, Thanks for asking the question. I think it’s pretty clear from the answers that there is not yet one clear definition of sales 2.0 The way I came up with “sales 2.0” two years ago was through my personal frustration with a lot of the ways we have been selling. Added to that my realization that a lot of these techniques date back over 100 years to John Patterson at NCR. So I saw “sales 2.0” as a statement that we can “take sales to the NEXT level”. What happened after that is that some smart folks in Silicon Valley noted that the Internet is already creating change that we sales people can harness NOW to move our selling to the “next level”. Hence the emphasis on technology solutions in many current definitions of “sales 2.0” So for now we don’t have ONE solidified definition but the most popular one short-term is using Internet tools to boost sales performance. Long-term I hope the buzzword can stick around to really mean “taking the whole sales profession to the next level”. That’s my dream.

UK Partnership Launch Agenda

I am pleased to share with you some additional details on the partnership launch and member event in the UK. The event will be held at the Ministry of Defence on Monday, September 21, from 10:00 am – 1:00 pm. We will be in the Henry VIII room – an underground room deep in the MOD building with lots of history. Our International Partner, The Learning Sanctuary, has lined up speakers and a sponsor, to provide you with opportunities for networking and professional development. Members and their guests are invited to attend. Space is limited, so please contact us soon if you wish to participate. The agenda is as follows: 10:00 am Welcome – Neville Pritchard, Director, the Learning Sanctuary ASTD – The Full Package – Lauren Forgacs, Director, International Relations, ASTD Challenges for the MOD L&D – Major Andrew Frost ASTD – A Personal View – Lea Toppino, Head of Client Training and Business Development MetLife ASTD in the UK – Neil Lasher, President of ASTD Global Network UK Synchronous Learning – David Smith, InSync Training eu Ltd The Learning Sanctuary / ASTD International Partner – Neville Pritchard 1:00 pm Lunch – Sponsored by InSync Training eu Ltd

Rwanda: IFC to Boost Skills of SMEs

(From AllAfrica.com) Kigali – Based on a survey done last year to identify major constraints to business development, the International Finance Corporation (IFC) has launched programs aimed at boosting skills of 70,000 Small and Medium scale Enterprises (SME’s). According to the IFC Senior Operations Officer, Ignace Bacyaha, the survey which was prepared by On The Frontier (OTF) clearly identified lack of skills as one of the major setbacks for the growth of these enterprises. “We believe that boosting the capacities of SME’s will accelerate economic development as it enhances the basis of the country’s taxation, hence growth of the gross domestic product,” Bucyaha said. “The report shows that these enterprises mainly lack skills, access to funding, have no knowledge about taxation and are faced by infrastructural and energy problems. Our initiative to boost skills is only a beginning as we intend to tackle every challenge step by step”. Read more.

Poll: Finding a Job Is Tough, Networking Is Key

Philadelphia, PA ( PRWEB) October 26, 2009 – Even in the best of times, finding a new job is a challenge. So it is no surprise that 42% of people polled think it would be “very difficult” to find a new job in today’s tough economy, according to a survey of more than 2,500 individuals on LinkedIn by Right Management. Right Management is the talent and career management expert within Manpower, the global leader in employment services. Forty-three percent of those responding believe getting a new job would be “somewhat difficult,” and 14% would consider it “somewhat” or “very easy.” Men and women have nearly identical opinions on job hunting prospects, while respondents whose job function is in business development or sales are more upbeat than those in finance. The older the respondent, the more likely the individual is to consider the job search difficult, which may be explained in part by their typically higher salary levels. “Losing a job is one of the top most stressful life events,” said Tony Santora, Executive Vice President for Global Solutions at Right Management. “The job search process can be an anxiety-filled experience, even in a healthy economy. So stress typically comes with the territory.” Read more.

Philadelphia, PA: Regional Leaders Collaborate to Keep Life Science Talent Employed Locally and Fuel Industry Growth

PHILADELPHIA–(BUSINESS WIRE)–Entrepreneurship and emerging businesses are expected to play a major role in the economic recovery. Yet finding a place in the entrepreneurial world can be a challenge; especially if a professional is coming from a large company. BioAdvance, the University City Science Center and Wharton Small Business Development Center (SBDC) are collaborating to develop Career GPS, a program which is designed to help displaced biopharmaceutical professionals navigate the Greater Philadelphia region’s entrepreneurial career eco-system . Career GPS – Navigating the Job Market in the Philadelphia Region’s Entrepreneurial Life Science Community, targets the broad group of life science professionals (manager and above) across the region who are seeking new employment options. The program, which is funded in part by the Delaware Valley Innovation Network, will be held on Friday, November 20, 2009 at The Wharton School of University of Pennsylvania, Huntsman Hall. Registration details will be available at www.bioadvance.com and www.sciencecenter.org beginning on October 1, 2009. “As the recent Milken Institute study of life sciences in our region noted, Greater Philadelphia is in a unique position to redeploy displaced executives into emerging biosciences companies and new ventures and harness the region’s world-class talent to create an unparalleled global hub for new life sciences companies,” said Barbara S. Schilberg, BioAdvance CEO. “Our goal is to redeploy the region’s rich scientific expertise to trigger growth in life sciences entrepreneurship,” added Stephen S. Tang, PhD, president and CEO of the University City Science Center. “At the same time, we can create new connections between established and emerging life sciences firms.” Read the full release.

Laurance Alvarado Joins ASTD Board of Directors

The American Society for Training & Development announces that Laurance Alvarado, Senior Director with Alvarez & Marsal Public Sector Services, is joining the Society’s Board of Directors for a three-year term, 2011-2013. Mr. Alvarado has more than 24 years of operational and consulting leadership experience driving organizational excellence, sustainability, and thought leadership with governments and multinational corporations in more than 20 countries. His industry experience covers customs and border agencies, departments and ministries of defense, health care departments, public-private partnerships, privatization initiatives, special and economic development zones, petrochemical companies, global supply chain initiatives, and trade agreements. Before joining A&M, Mr. Alvarado was the co-founder and President of an ethically centered strategy, restructuring, and management consulting service. He served as a Senior Director for the strategy and business development unit of the international investment and development arm of Dubai Holding, and led the development and implementation of a governance framework for a $50 billion investment for building a new city. Mr. Alvarado served for two years as the Managing Director, Middle East, for BearingPoint, leading operations, business development, talent management, and consulting ventures. He was a Managing Director of KPMG Consulting and BearingPoint’s Border Security and Transportation Practice, and served as an active duty and reserve officer in the United States Air Force. Mr. Alvarado holds two bachelor’s degrees in business administration from Texas A&M University, a master’s degree in management from Troy State University, and has completed executive education at Columbia Business School.

ELW in China

Another blog post from Wei Wang, international relations manager: At the April Member Workshops, we acknowledged the participation of four ASTD Employee Learning Week (ELW) participants from China-Baosteel Group Corporation, IBM China Global Delivery, Siemens Ltd., China, and Motorola University Asia Pacific. Here’s a short description of what these companies did for ELW 2008: Siemens Management Institute sponsored a PM Alumni Day of 2008 to allow Siemens’ project managers to share experiences and network with the senior management in China and program representatives from Germany. Best practices and live project sharing from both internal Siemens groups and external project management practitioners were highlighted. Baosteel Group posted impressive training statistics: 215 programs and 881 hours of training were provided. Almost 24,000 Baosteel employees were involved in formal training during ELW, including C-Level leaders. Motorola University celebrated 15 years of teaching best practices in quality management and business development in China with a ceremony and celebration for 300 guests, held last November. The anniversary celebration included recognizing many partners and instructors who have contributed to MU’s success, as well as presentations on various topics. The learning champions shared their best practices in training and development, which were greatly appreciated by the workshop attendees. They also received the Champion of Learning Certificate from ASTD. To learn more about the best practices from the learning champions, please visit http://www.employeelearningweek.org/. Want to become a learning champion as well? It’s never too early to start to plan! ASTD Employee Learning Week (ELW) will take place December 7-11, 2009.

Darin Hartley Named Chair of the ASTD Certification Institute Board of Directors

The ASTD Certification Institute (ASTD CI) announces that Darin Hartley, a 20-year veteran of the training industry, will serve as the 2012 Chair of its Board of Directors. The ASTD Certification Institute is an affiliate of the American Society for Training & Development (ASTD) whose purpose is to set professional industry standards for the learning and development profession. Hartley joined the board of directors in 2010. Hartley currently serves as the Vice President of Sales and Business Development for Intrepid Learning Solutions, a company that designs learning strategies and solutions that improve business productivity. He is the author of several books, including Job Analysis at the Speed of Reality, On-Demand Learning: Training in the New Millenium, Selling E-Learning, and most recently 10 Steps to Successful Social Networking for Business. ASTD CI also welcomes two new board members who will each serve three year terms. The new members are About ASTD and the ASTD Certification Institute ASTD is the world’s largest association dedicated to workplace learning and development professionals. To support members’ ongoing development in the field, ASTD formed the ASTD Certification Institute to take the lead in setting professional industry standards and to certify training and development professionals through credentialing. ASTD CI administers the Certified Professional in Learning and Performance (CPLP) certification program and has awarded the CPLP designation to learning and development professionals since 2006.

ASTD Certification Institute Announces Board of Directors for 2011

The ASTD Certification Institute proudly announces its Board of Directors for 2011. The ASTD Certification Institute is an affiliate of the American Society for Training & Development (ASTD) whose purpose is to set professional industry standards for the learning and development profession. The 2011 Board of Directors’ breadth of experience and expertise enhances the ASTD Certification Institute and demonstrates the Institute’s commitment to providing world-class, professional certification programs to the workplace learning and development field. Board members include: Wayne Benz, Independent Consultant and former Director of International Business Development for the Examination Institute for Information Science (EXIN), brings more than 40 years of experience in the IT field in technical, managerial, and executive positions with bot large and small international IT companies. Benz will serve as the 2011 Chair. Shannon Carter has served as the Chief Executive Officer of the Competency & Credentialing Institute (CCI) since 1999. Under her leadership, CCI realized unprecedented growth in the development and implementation of industry-leading initiatives related to patient safety, competency assessment, and continuing competence. Carter will serve through 2013. Gary Fluitt, Senior Certification Program Manager at Oracle, is a 20-year veteran of the IT training industry. Fluitt oversees the development of professional certification products and is a founding member of the IT Certification Council. Fluitt will serve through 2011. Darin Hartley has 20 years of experience in the training industry. He is currently the Director of Client Development at Intrepid Learning Solutions and has written numerous articles and books about e-learning and social networking. Hartley will serve through 2012. Sharon Rice, with 20 years of association management experience, is the Executive Vice President of Professional Development and Industry Content for APICS – The Association for Operations Management. She is responsible for guiding staff and volunteer leadership teams supporting courseware and instructor development, certification, research, publications, and the marketing of APICS. Rice will serve through 2013.

Scouting for Leaders

There is a major transformation taking place at Girls Scouts of the USA and it has nothing to do with cookies.

This 95-year-old not-for-profit organization’s sweeping efforts to increase its appeal and relevance to 21st-century girls focus on leadership development and provable outcomes that benefit girls, families, and communities. Historically known as a premier leadership development organization, Girls Scouts is remaking itself with a revamped business developmental strategy.


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Top 25 personal productivity books

  The 4-Hour Work Week by Tim Ferriss The New York Times bestselling author of The 4-Hour Body shows readers how to live more and work less, now with more than 100 pages of new, cutting-edge content. Forget the old concept of retirement and the rest of the deferred-life plan–there is no need to wait and every reason not to, especially in unpredictable economic times. Whether your dream is escaping the rat race, experiencing high-end world travel, or earning a monthly five-figure income with zero management, The 4-Hour Workweek is the blueprint. Getting Things Done by David Allen “A completely...

Book Review: The 360 Degree Leader

A John C. Maxwell book published by Nelson Business 2005, 313 pages, Nonfiction, Business, Leadership and Personal Development, Includes bibliographical re

A Book Review:Winning With People

A John Maxwell book published by Thomas Nelson, 2004, 272 pages, Nonfiction, Business, Leadership and Personal Development. Yes, I know I just reviewed a J

New Chief Petty Officer Leadership Training – Best Skills

A new method of delivering leadership training to chief petty officers (CPO) is now part of the continual growth and development of Sailors. In conjunction with Navy Knowledge Online (NKO), computer-based leadership training is now delivered to every newly selected chief petty officer through a partnership with an online business skills training provider.

Lahle Wolfe – The Balance – Best Skills

Female entrepreneur and columnist, Lahle Wolfe, offers advice to other women in business. Wolfe has more than 20 years of experience in small business start-ups, development, and management in both for profit and nonprofit industries. Wolfe specializes in marketing, search engine optimization, and social networking.

Repurposed Coal Plant Sites Empower and Revive Communities

Coal plants be gone. Power plant repurposing projects around the nation highlight the compelling case for redevelopment and use of cleaner energy. These projects also offer points of reference for policy makers, public managers, business leaders, and community stakeholders to retire power plants in their localities by fostering enterprises focused on clean energy. Industry analysts predict that environmental and economic factors, including new federal regulations, will lead to the retirement of dozens of aging coal-fired power plants in the coming decade. Many old generating plants occupy strategic locations in urban areas, often with access to valuable waterfront. These sites present tremendous opportunities for new civic and private uses such as riverfront housing, shops, and offices, as well as museums, parks, and other community amenities.

Feds Lead the Way in Making Training Evaluations More Effective

U.S. government agencies are taking heed to the recommendations outlined in a 2009 ASTD report, The Value of Evaluation. In 2009, the American Society for Training & Development (ASTD) published The Value of Evaluation: Making Training Evaluations More Effective, a report that revealed how well training evaluation was meeting organizations’ business needs. Responses to the 26 questions led to disturbing conclusions, particularly that “Only about one-quarter of respondents… agreed that their organization got a solid ‘bang for the buck’ from its training evaluation efforts,” the report states.

We Have Arrived…

“Investment in learning and development remained steady through one of the most challenging business years in more than a decade.” Despite a challenging economic environment, more than $125.88 billion was spent on learning and development in 2009. While the use of social media has skyrocketed in the last 18 month…

The Weary Middle

After a recent survey of 2,001 midlevel leaders worldwide, combined with additional contemporary data, Development Dimensions International (DDI) offers suggestions for organizations to prepare their midlevel talent to ensure business success in todays postrecession workplace. DDIs report, Put Your Money in the Middle, defines a midlevel le…

The Silent Killers of Productivity and Profit

As we make our way out of the recent recession, it is clear that the business world has changed dramatically and there will be no going back to the way things were. Yet the training and development world remains largely stuck in dated thinking, practices, and programs that are increasingly ineffective and often irrelevant….

The Power of the Pyramid

In this tumultuous global economy, organizations are examining how to accelerate sales team performance to increase revenue. To give business leaders a new approach to sales training and development, ASTD created a World-Class Sales Competency Model, and the need for such an approach was clear.

The Best of the BEST

The 2015 BEST companies epitomize the essence of the BEST Awards: They have created a culture that uses learning as a strategic business tool; supports talent development as a critical need to acquire, retain, and engage employees; and increases productivity to reducing time to efficiency.

Tangible Return on Investiment Integrating Learning to Reach Desired Results

Bachrach & Associates Inc. (BAI), a professional development firm for financial professionals, recently took a close look at the business results of their advisor-clients. Those results revealed statistical confirmation of tangible ROI attributable to the design of its blended learning and reinforcement approach. BAI’s…

Social Learning: A Call to Action for Learning Professionals

Workplace learning and development professionals must gain a clear understanding of how to leverage technology – especially social media tools – to facilitate learning and drive business results. To determine its place in the ASTD Competency Model, ASTD commissioned a study to examine what learning professionals need to kn…

Proving the Value of Learning

Training is an investment. If your organization is investing money in workplace training, then training and development should be treated like any other investment – goals need to be aligned with business strategies, and accountability needs to be measured. The recession has magnified the need for accountability….

One to Watch: Wasuthorn Harnnapachewin

As a senior consultant for one of the top three coaching firms in Thailand, Harnnapachewin has been involved in more than 150 human resource development projects. Her experience working with clients from a wide range of industries has given her unique insights into the talent development field. She is passionate about helping businesses achieve sustainable growth through more effective people development.

New Career Paths and Skills for Aspiring CLOs

Opportunities are blossoming at the top of the learning and development profession for people with a head for business, broad work experience, and the ability to integrate learning into everything important to a company.

Leaders As Teachers: High-Octane Teaching

Many organizations now use some form of a leaders-as-teachers approach as part of their training and learning initiatives. Whether deployed on a small or large scale, this approach helps organizations to drive business results stimulate the learning and development of leaders and associates…

Getting Down to Basics

“Seeing is believing” describes the learning and development agenda of the Hong Kong-based utility that seeks to entice new customers and business partners in the People’s Republic of China.

Executive Support Is Not Enough

In this volatile business environment, developing the next generation of leaders is vital to the success of any organization. That makes successful leadership development initiatives must-haves in all workplaces.

Defining Integrated Talent Management

Business leaders recognize that their employees are critical to achieving success in this fast-paced knowledge economy. It is now time for you, as training professionals, to prove the value of human capital by measuring the impact of employee development on the success of your organization.

Additional 2017 BEST Award Winners

The BEST Awards recognize organizations that demonstrate enterprise-wide success as a result of employee talent development. The winners use learning as a strategic business tool to get results.

Additional 2016 BEST Award Winners

The BEST Awards recognize organizations that demonstrate enterprise-wide success as a result of employee talent development. The winners use learning as a strategic business tool to get results.