Dear readers,

Is your job getting more complicated? Like most people, you probably are experiencing a stretching and bending of job duties. Lately, when asked what I do, I have started saying, "I'm a dentist." I am not a dentist, but I find it easier for everyone involved to say so, that is until they open their mouth and ask if I could check their fillings.

This month's article selections touch on a number of important roles that trainers are facing in their expanded job duties. The workplace is changing, and trainers and HR professionals are at the forefront.

Build the Business Case for Training and Measuring ROI
By Tom Cooper
A training program with objectives linked to business results and backed with a solid business case is less vulnerable to spending cuts. To ensure adequate funding and organization-wide commitment to your training program, you must be equally committed to aligning its value to corporate objectives. The four keys to success involve PLANNING for the measurements that will define success, EXECUTING on the plan, MEASURING return on investment (ROI) in a credible way, and DELIVERING a business case and results that map to the company's goals. Learn More

Evaluation as a Strategic Tool
By Donald L. Kirkpatrick, Ph.D. & James J. L'Allier, Ph.D.

Why is evaluation important to you, the learning executive? This article will attempt to answer this question from the point of view of someone who directs the training efforts for the entire enterprise.

The creation of well-constructed evaluations can be useful in generating support for budget expenditures, continuing and modifying existing programs, and measuring the impact specific training programs have on the organization's business goals. In order to do this, successful training executives must be knowledgeable of the strategic role that is played by an effective evaluation program. Learn More

Big Bang Is a Scientific Theory, Not a Training Strategy
By Jason Compton

One of the oldest axioms of CRM project planning is that training is closely linked to the adoption and success of any initiative. Too often that principle is ignored. "When you look at a traditional time line for a phased implementation of CRM, training comes dead last," says Randy Betancourt, director of customer intelligence product strategy at SAS Institute. "In this scenario often little investment is made, unfortunately."   Learn More

Invisible Employees See the Need to Leave
By Hermann Novak

The recent recovery of the economy and the job market presents you, the managers and leaders of industry, with the serious dilemma of employee retention. It is estimated that up to 41% of your workforce (Gantz-Wiley, Worktrends 2004) are already looking to take their experience, and more importantly for you, a piece of your company culture to another company or worse...to your competition! Can you afford to take the blame for losing your top talent? Learn More

Leadership Development – Then and Now
By Albert A. Vicere
An enhanced ability to learn from experiences – both their own and those of colleagues, customers and competitors – is central to the development of leaders. Although far from a revolutionary notion, the growing emphasis on learning as an element of corporate competitiveness has provided the impetus for revolutionary changes in how organizations are managing and utilizing leadership development initiatives.   Learn More

WorkplaceXpert
106 West Water Street, Suite 201
St. Paul, MN 55107
651-292-0156
www.workplacexpert.com