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Behavioral Training

Training to Keep Food Safe

The deadly salmonella outbreak linked to Peanut Corporation of America is the most recent example of the long-range impact that food-production safety processes can have on consumers. Food safety training for employees is obviously the place to start, but what’s also imperative is a culture in which all employees, from the production line to the executive suite, know the right things to do—and do them.
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Training Is an Essential Ingredient

April 16, 2009
After a period of poor business performance, Ruby Tuesday moved swiftly to reverse the downward trend, investing heavily in the brand, the product, the places and—most important—the people, in an attempt to create ‘flawless food and service’ in a new, high-quality casual dining environment.
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10 Elements for a Successful, Effective Corporate Learning Program

March 11, 2009
Novartis established its corporate learning department in 1998 with the goal of developing a stable of future leaders who could grow with the business. Creating this pipeline entailed identifying and selecting top talent with high potential, providing them with the right job experiences and supporting continuous learning with instruction from the best institutions. Here, the head of learning at Novartis offers 10 guidelines on how to create a top-notch corporate learning program.
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In Challenging Times, Leadership Skills and Leader Development Matter

The Duke Executive Leadership Survey examined the relationship between organizations’ financial performance and assessed senior leadership skills, and between financial performance and leadership development investments. The survey found that those skills associated with inspirational and ethical leadership were most strongly associated with organizational performance.
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Training Adapts to the Downturn

February 5, 2009
During economic downturns, training dollars usually are a tempting line item to cut. But in this downturn—at some companies, at least—there appears to be a different approach at work. One expert says corporate leaders are more inclined to use ‘a scalpel,’ picking and choosing programs to cut or trim back based on long-term strategic goals. Here are the approaches such companies as Southwest Airlines and Paychex are taking.
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