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Behavioral Training

<i>Dear Workforce</i> How Do I Calculate Training Costs

January 14, 2005
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How do I calculate the cost of training per trainee in our vocational center? Which items should I include? For example, do I include the cost of buildings, equipment, salaries and training materials? I’m trying to make a standardized model for calculating the training cost per trainee in my organization, which incorporates many such centers.
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<i>Dear Workforce</i> What Advantages are There To Integrating Trainers Into Business Departments

January 7, 2005
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Our company is in the mobile-phone industry. I’m one of the people who provides training to various departments, each with very specific tasks and functions. In trying to structure the department, we wondered: would it be a good idea to make trainers part of individual department teams? Our thinking is that this would ensure the material delivered is always relevant and up to date.
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<i>Dear Workforce</i> What Resources Could Help Me Measure The Effectiveness Of Our Training

January 7, 2005
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I recently hired 11 new people, and unlike previous new hires, I used a different set of trainers to get the new employees up to speed. My new employees are doing great now; however, I’d like to assess the performance of my trainers from the perspective of a new hire. What resources are available (such as a survey) that I could use to measure the effectiveness of the training provided?
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Acceptance of Gays, Lesbians Is A Big Part of Kodak's Diversity Picture

December 6, 2004
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The company’s diversity training program has not one but five education programs that address the workplace inclusion of gay, lesbian, bisexual and transgender employees. Kodak says its practices have improved its recruitment efforts and have bolstered teamwork, leading to productivity gains in manufacturing and finance.
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Keeping Spirits Aloft at JetBlue

December 6, 2004
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Vincent Stabile shares the discount airline’s recipe for earning worker loyalty: “We treat our people the way we want them to treat the customers."
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Group Mentoring A Cost-Effective Option

November 23, 2004
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Some companies are finding that group mentoring can be a cost-effective alternative to the old one-on-one style. For the group setting to work, there must be a commitment among leadership, clear expectations on the part of mentors and mentees, and clear objectives.
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Group Mentoring A Cost-Effective Option

November 23, 2004
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Some companies are finding that group mentoring can be a cost-effective alternative to the old one-on-one style. For the group setting to work, there must be a commitment among leadership, clear expectations on the part of mentors and mentees, and clear objectives.
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Logging on to Link Mentors Proteges Keyword Matchmaking

November 23, 2004
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Companies are increasingly using the Web—already the realm of Googling and online matchmaking—to pair employees eager to grow and willing to counsel. Companies including Dow Chemical and Abbott Laboratories say the approach is a vast improvement over paper-managed programs, creating better matches and saving money in the process.
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Warming Up For Leadership

November 1, 2004
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Schneider Electric’s business-incubator project selects high-potential employees to act as members of cross-functional "SWAT teams" that have the authority and ability to move quickly within the organization to find new opportunities and solve problems. Schneider hopes that the project, less than a year old, will fuel sales growth while giving employees the experience they need to become company leaders.
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With Its “Heavy Lifters” Retiring, a Utility Company Looks to Save its Knowledge

October 29, 2004
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BC Hydro is looking to preserve its knowledge through an aggressive apprenticeship program, one that can run longer than a stint in law school.
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