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2016

ATD's Best on Case Studies

ATD’s Best On Case Studies includes two full-length case studies, which feature interviews, photos, and detailed program descriptions. It also offers discussion questions for both case studies, which can help talent development leaders apply the lessons learned in their own organizations. The questions are also a valuable tool for faculty and students studying talent development. The co...

2016 State of the Industry

Spending on learning programs continued to be a priority for organizations in 2015, according to the Association for Talent Development’s 2016 State of the Industry report, which is sponsored by The Training Associates and Bellevue University. A total of 310 organizations representing a diverse range of industries, sizes, and locations participated in this year’s benchmarking...

ACCEL: The Skills That Make a Winning Manager

At the average organization, frontline managers—also known as people managers—have 15 direct reports. They play an important part in organizational outcomes because they are responsible for developing their direct reports, who are responsible for much of the actual output of organizations. Therefore, the Association for Talent Development (ATD) developed the ACCEL model, which def...

Accenture: Delivering High Touch Learning With High Tech Tools

Accenture has grown to become the world’s largest comprehensive professional services firm, with 375,000 employees around the globe. Accenture’s learning and talent development function has responded to this global growth by executing an equally dramatic revolution in learning. At Accenture, talent development uses cutting edge technology to support human interaction. Accenture now has...

2016 State of Sales Training

Although roughly half of the workforce will work in sales at one time or another, there is relatively little formal education on the topic. Thus, it’s necessary for sales enablement professionals to train salespeople to fill the existing knowledge gap. The Association for Talent Development (ATD) surveyed 227 sales enablement professionals to gain a clear understanding of the current state ...

Experiential Learning for Leaders

Without highly skilled leaders, organizations cannot build and execute sound business strategies, create and maintain competitive advantages, attract and retain qualified talent, or achieve and sustain peak market performance. However, most executives say their companies aren’t successful at developing leaders. That gap between importance and effectiveness has talent development professional...

Kohler: Making Learning a Way of Life

Kohler Co. of Kohler, Wisconsin, is a private company with a long history of consistently supporting talent development and a culture of learning.   But until the creation of the Kohler Learning Academy in the midst of the recession, that commitment lacked a structure that clearly linked learning to business needs and reinforced the culture of learning. This full-length case study, which feat...

ATD Research Presents - Evaluating Learning: Getting to Measurements That Matter

The Association for Talent Development (ATD) surveyed 199 talent development professionals with knowledge of their organization’s learning evaluation efforts. Of those, only 44 percent think their evaluation efforts are helping them reach organizational learning goals. An even smaller percentage, 36 percent, think their learning evaluation efforts help them meet organizational business goals...

ATD Research Presents - Building a Culture of Learning: The Foundation of a Successful Organization

New research from the Association for Talent Development (ATD) and the Institute for Corporate Productivity (i4cp) reveals that robust cultures of learning are distinct hallmarks of organizations that consistently produce the best business results—companies that lead the world’s markets in revenue growth, profitability, market share, and customer satisfaction. Through the lens of high ...

Talent Development Executive Confidence Index (TDXCI) Q1 2016

The Talent Development Executive Confidence Index (TDXCI), formerly the Learning Executive Confidence Index (LXCI), is a quarterly assessment of talent development executives’ short-term expectations for the health of the talent development function in organizations. The TDXCI is a composite score that takes into account four key indicators for how talent development...

Talent Development Executive Confidence Index (TDXCI) Q2 2016

The Talent Development Executive Confidence Index (TDXCI), formerly the Learning Executive Confidence Index (LXCI), is a quarterly assessment of talent development executives’ short-term expectations for the health of the talent development function in organizations. The TDXCI is a composite score that takes into account four key indicators for how talent development exec...

Talent Development Executive Confidence Index (TDXCI) Q3 2016

The Talent Development Executive Confidence Index (TDXCI),formerly the Learning Executive Confidence Index (LXCI), is a quarterly assessment of talent development executives’ short-term expectations for the health of the talent development function in organizations. The TDXCI is a composite score that takes into account four key indicators for how talent development executives believe t...

Talent Development Executive Confidence Index (TDXCI) Q4 2016

The Talent Development Executive Confidence Index (TDXCI),formerly the Learning Executive Confidence Index (LXCI), is a quarterly assessment of talent development executives’ short-term expectations for the health of the talent development function in organizations. The TDXCI is a composite score that takes into account four key indicators for how talent development executives believe t...

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