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  • Differentiation

    Here’s an interesting observation: For an industry that’s as crucial as learning and development to the fabric of business, there can be surprisingly little controversy running through it. Politics is built on controversy. News media outlets market controversy. In other industries, controversy fuels the fires of debate on everything from industry-specific pressure points to universal…

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    May 3, 2005
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  • Bell Canada’s Mary O’Hara Connects the Workforce to Learning

    Mary O’Hara, vice president of people development for Bell Canada, takes a holistic approach to the learning curve for Canada’s largest communications company. Pride, trust, intuition and more lead to performance excellence.

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    May 3, 2005
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  • What Gets Measured, Gets Better: The Application of Learning Metrics

    In the end, what gets measured gets better, but is learning formally measured? How? This month’s research looks at the metrics used to assess the effect of learning on employee and overall business performance.

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    May 3, 2005
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  • Unhappy Execs, Retention Issues Plague Organizations

    The anticipated, and potentially huge, skilled-workforce shortage that may appear as baby boomers approach retirement age is a hot topic among senior management these days. A recent survey by ExecuNet reveals that many executives not in line for retiremen

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    Apr 27, 2005
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  • A.G. Edwards: Learning & IT Transformation

    When A.G. Edwards & Sons Inc. began a period of IT transformation—developing the new technological capabilities required for the company to grow and prosper in the coming years—the company realized that reskilling its IT workforce would be a key ingredient to overall success. Because of the scope of the work and the strategic importance of…

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    Apr 5, 2005
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  • Sun Microsystems: Improving Customer Satisfaction Through Learning Outsourcing

    In the beginning, Sun Microsystems Inc. (Sun) did it all when it came to customer education. Its learning professionals designed and developed training and delivered it in Sun’s classrooms. Of Sun’s roughly 35,000 employees, some 1,400 were dedicated to the educational space. Eventually, top management wanted to know something: Why wasn’t Sun, a partner-driven company,…

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    Apr 5, 2005
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  • Avaya: Outsourcing for Business Results

    When Avaya—a global leader in business communications software, systems and services—prepared to embark on an aggressive schedule of new product launches, a key success factor was making training programs immediately available to help customers promptly realize efficiency, performance and business benefits. It became clear, however, that Avaya’s geographically fragmented learning organization was not positioned to…

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    Apr 5, 2005
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  • Learning BPO: Overcoming the Misconceptions

    Learning business process outsourcing (BPO) services are now officially the most robust segment of the corporate training field. It’s easy to understand why. Learning BPO (also known as training outsourcing) has become the logical solution for companies seeking to move from fixed to variable costs, and to shed learning functions that are not core to…

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    Apr 5, 2005
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  • The Personal Side of Outsourcing

    When companies transfer all or part of their learning functions to an outsourcing provider, change ripples through both organizations, especially the people whose jobs are redefined. Guido Minaya—who until June 2001 was the director of learning services for Avaya’s Caribbean and Latin America region, with a staff of about two dozen—recalls his initial reaction to…

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    Apr 5, 2005
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  • Learning Business Process Outsourcing and the Journey to High Performance

    What’s on the minds of learning executives today? An exclusive Accenture Learning research study has found that a single, common goal dominates the learning field today: leveraging the learning function to make a business impact and achieve high performance. Corporations and governments alike have high expectations for their learning organizations today. As companies focus on…

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    Apr 5, 2005
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