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Grow a VEO

December 01, 2005 | TD Magazine Archive

The article discusses how to grow a Vibrant Entrepreneurial Organization (VEO). According to Joanne Sujansky, founder and CEO of the KEYGroup, a VEO not only attracts the most talented people but frees and nurtures their inner entrepreneur. There are several steps that a company can follow to become a VEO. First, a VEO shares the big picture and has no secrets, which means, employees know where the company is currently, where it wants to go, and what values will be required. Next, a VEO illustrates the new face of loyalty and employees give more loyalty to those companies that view them as complete human beings. A VEO also supports high productivity while minimizing stress. Downsizing and scarce resources have stretched workers to the breaking point as a result of which mistakes increase, opportunities are lost, and productivity can actually decline. A VEO believes that communication is a critical factor in holding onto the intellectual capital that gives the company its value and which leads to employee retention.

ELearning Mainstream in Australias Vocational System

December 01, 2005 | TD Magazine Archive

The article reports on a recent study in Australia conducted under the auspices of the 2005 Australian Flexible Learning Framework, the country's learning strategy for the vocational education and training (VET) system. According to the study, eighty-five percent of instructors in Australia's VET system are using e-learning. Eighty-five percent of teachers and trainers also believe that e-learning has been improving learning outcomes for students. Seventy-three percent students reported that e-learning was improving their employment options while 70 percent said that having an e-learning component in their course increased their computer skills and confidence. According to Jim Davidson, deputy secretary of the Australian Department of Education, Science, and Training, Australia's investments in e-learning over the last five years are beginning to pay off.


Ellen D. Wagner | December 01, 2005 | TD Magazine Archive

The article focuses on a significant rise in mobile device adoption by professionals. In 2005, the number of U.S. mobile telephone users surpassed the number of traditional land-based phone lines. In addition to opening up new forms of real-time interactive communication such as text messaging and instant messaging, the adoption of mobile devices for the purpose of learning is starting to show greater adaptability. Technologies such as podcasting has just been initiated into the genre of prerecorded audio programming. With portable MP3 players and mobile games already capturing much early attention in the mobile learning arena, the real excitement these days continues to focus on the significant developments occurring in the mobile networking world. Mobile learning is for the purpose of those people who need access to information and performance support when out in the field or on the job. Mobile learning includes those strategies, practices, tools, applications, and resources that take advantage of ubiquitous networks and pervasive digital devices to realize the promises of anytime, anywhere learning.

Getting Up to Speed

Dan Sussman | December 01, 2005 | TD Magazine Archive

The article focuses on Atlanta-based Randstad North America, one of the biggest professional staffing companies in the U.S. Randstad North America is a subsidiary of Netherlands-based Randstad Holding NV, which is among the world's largest providers of professional staffing services. Randstad's success is largely dependent on the quality of its staffing agents as they are the ones who are dispatched to branch offices throughout the continent to bring in the clients and provide day-to-day service. Randstad started an onboarding program for its new agents but this program could not prove itself very effective. For one thing, most of the training took place in instructor-led classroom sessions that were time-consuming and resource-intensive which involved six weeks of concentrated effort by new hires. In addition, nearly all of the course materials used in training were on paper, making distribution and reproduction difficult. Meeting the challenges would require a substantial overhaul of the program, including improved methods of learning delivery, altered schedules, and better accountability.

Five Steps to Leading Strategically

Katherine Beatty | December 01, 2005 | TD Magazine Archive

The article presents five steps that can be taken to help an organization build leadership strategy. An effective leadership strategy not only encompasses an organization's values and culture but also addresses the role of systems in facilitating leadership and development, as well as strategies for improving the effectiveness of individuals and teams. The organization should have a compelling vision and clear mission. There's need to identify capabilities to implement business strategy. One organization that represents the power of clarifying aspirations and strategy is Catholic Healthcare Partners (CHP), which is one of the largest not-for-profit hospital systems in the U.S. The senior leaders at CHP embraced the importance of aligning the organization's strategic priorities with the critical leadership factors needed to meet them. The culture, structures, and systems at CHP have played a crucial rule in its success in enacting strategic leadership. It should also be checked whether the leadership development strategy incorporates multiple types of experiences, such as training, coaching, mentoring, action learning, and developmental job assignments.

Finding the Right Partner An Employer Checklist

December 01, 2005 | TD Magazine Archive

The article presents an assessment to be used by a company in determining whether it would be fruitful to establish relations with a local employment and training organization. The first check should be whether this organization be helpful in finding the right people for the company's hourly wage jobs. It should also be checked whether the organization is knowledgeable about the type of industry and the organization's staff members are eager to learn about the company by visiting and listening to the company's expectations and concerns and by observing what the company's employees do. The organization offers services that could reduce turnover and increase productivity of the company. Also, the organization should provide information and data about their services and results.

DoItYourself FLearning on a Tight Budget

Jane Bozarth | December 01, 2005 | TD Magazine Archive

The article discusses how to start e-learning in an organization which is short of funds. When taking an inventory of supplies, the company should be sure to venture outside its own office and should take stock of the people available. There may be people already present in the organization with skills such Web designing, instructional designing, graphic arts and technical support. Moreover, resources such as class handouts, graphics in overhead transparencies, and even old videotapes can be repurposed for e-learning applications. The first item on the list should be a computer loaded with at least Windows XP and plenty of memory as graphics, especially animation and video, can take up large amounts of space. Some organizations hesitate to implement e-learning because all employees do not have good computers, or even their own machines but in reality, that is not a big issue. Instead, one of the biggest obstacles for learners is interruptions which are frustrating and hinder the process of learning.

Its All Politics Winning in a World Where Hard Work and Talent Arent Enough

Paula Ketter | December 01, 2005 | TD Magazine Archive

The article reviews the book "It's All Politics: Winning in a World Where Hard Work and Talent Aren't Enough," by Kathleen Kelley Reardon.

Getting Them to Give a Damn How to Get Your Front Line to Care About Your Bottom Line

Paula Ketter | December 01, 2005 | TD Magazine Archive

The article reviews the book "Getting Them to Give a Damn: How to Get Your Front Line to Care About Your Bottom Line," by Eric Chester.

Top Tips for Online Speed Meetings

Tricia Heinrich | December 01, 2005 | TD Magazine Archive

The article suggests some tips for online speed meetings. Speed meeting etiquette should be interactive, focused, thorough and to the point in preparation and meeting flow. For speeding forward the meeting the facilitator should review previous meeting notes and electronic archives to make sure the meeting acknowledges earlier discussions and builds on them. The meeting facilitator should post the agenda for the meeting 24 to 48 hours prior to the meeting and request attendee input by a given deadline. A full-featured multimedia conferencing gives more meeting support tools than those offered by the average physical meeting room. Meeting should always start on time because of which latecomers become more punctual or lose team respect. Normal speaking time is about two words per second, which means, a focused 50-word, five-sentence contribution should take less than 30 seconds. Attendees should be asked to watch their computer clocks and keep input to 30 seconds. Meetings should end on time, leaving five minutes to agree on the next steps, assignments, and deadlines.

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