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  • Talent Management: Valuing Human Capital

    It is the job of the learning organization to mold individuals to maximize their potential, to help employees find their true talents and leverage them on the job, and to arm the workforce with the knowledge and skills necessary to perform in an exception

    Published:

    Apr 28, 2004
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  • Chief Learning Officer for What?

    In charting a new course for the chief learning officer, many complex issues should be addressed and indeed the position should be the most productivity-critical one within an organization. The following areas include some that are often neglected and oth

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    Apr 28, 2004
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  • LMS: Is Your Organization Ready?

    Research has shown that implementation times for LMS projects are long—six to 12 months (average company by size)—but nearly one-third run beyond one year to implement.

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    Apr 28, 2004
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  • Performance Simulations that Drive Business Results

    Performance simulation has been proven to dramatically improve workforce performance through the acquisition of capabilities and behavior change …it enables workers to acquire complex skills rapidly, reliably and consistently across […]

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    Apr 23, 2004
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  • After Merger, Workforce Performance Is Key to Success or Failure

    Cingular has bid for AT&T Wireless, and J.P. Morgan Chase recently acquired Bank One, and more deals are in the making. But historically, at least 50 percent of these deals do not deliver the desired results. Learning executives can help ensur

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    Apr 7, 2004
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  • Focus on the ‘Wildly Important’

    Leadership starts with defining priorities, but doesn’t stop there. In prior columns, I’ve talked about the gap between setting a goal and achieving it. To close the execution gap, organizations must practice four disciplines.

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    Mar 27, 2004
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  • Engaging the Body

    In the world of training and development, there is a lack of focus on the body in the performance equation. Once it’s acknowledged that energy is every company’s most important resource, suddenly the body becomes business-relevant, as all energy driving b

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    Mar 27, 2004
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  • Kevin Wilde: Providing Food for Thought at General Mills

    If you work with kiddie cereals and yogurt for a living, it pays to have a sense of humor and a sweet tooth. If you’re responsible for educating 27,000 employees worldwide, it also pays to have a flexible attitude and a committed plan for training and de

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    Mar 27, 2004
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  • Why Training Spending Levels Don’t Matter Anymore

    Training expenditure is a metric still used by many human resources and training professionals, as well as some market evaluators, to measure the value that enterprises place on education and […]

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    Mar 27, 2004
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  • The Extended Enterprise LMS

    Although major learning-and-development shifts occur, surprisingly they are rapidly accepted, assimilated and accommodated, often with relative ease, finally emerging as new operating norms. Happily, in the process there is evidently a hidden hand or disc

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    Mar 27, 2004
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