Measuring up
Natchez, Meryl
T+D, v62 n1 p26-28 (2008 Jan)  

Fundamentals. This article reaffirms the need to demonstrate the value of training. Reports continue to show that training initiatives oftentimes fail because a poor case was created to link its importance to a new system or product development. Defining the return-on-investment and usable measures of success are among the first elements designers need to consider when developing programs.

Learning is a powerful tool
Bingham, Tony; Galagan, Pat
T+D, v62 n1 p30-37 (2008 Jan)
At C Level. Aggressive growth and unrivaled commitment to service-related business describes the profile of Caterpillar since 2002. According to Jim Owens, CEO, this success story is linked with the company's commitment to employee learning. “Great performance and profitability go hand in hand with continuous learning,” says Owens.  Caterpillar stands behind its commitment to learning; it invests close a $100 million annually in employee education

Build credibility for the training function
Domenick, Kate; Gallup, David; Gillis, Marge
INFOLINE, 16p (2007 Sep)  
Stock no.250709. This booklet identifies three similarities of successful training functions: training is valued as a strategic corporate investment, the training function is aligned with the organization, and the learning function can demonstrate its contribution to the overall enterprise. The booklet includes an organizational assessment tool of value, impact, and perception (VIP) survey which establishes a starting place in determining how training is viewed internally. The reader is provided with resources that help ensure the role of training is well-respected.

Growing talent and sales at McCormick
Bingham, Tony; Galagan, Pat
T+D, v61 n7 p30-34 (2007 Jul)

At C Level. Learning is linked integrally to McCormick's leadership development program known as multiple management boards (MMB). According to CEO, Bob Lawless, the company "invests every penny we can" in learning because it is linked to corporate strategy. McCormick rebounded from post-Katrina related spice market issues under Lawless' leadership. This interview explains his commitment to leadership development, succession planning, and learning for this growing global company.

There are no happy losers
Bingham, Tony; Galagan, Pat
T+D, v61 n5 p42-48

At C Level. An interview with Jack Rooney, President and CEO of US Cellular, describes how he moved a small regional telephone company into a competitive market by engaging senior leaders in learning and applying new skills. Rooney's theory is captured in the statement "We don't want managers; we want people who motivate." This approach is discussed in the interview and illustrates the successful implementation making US Cellular a leader in its industry.

Communicating the value of learning
Bingham, Tony; Jeary, Tony
T+D, v61 n5 p80-84 (2007 May)

This book excerpt from "Presenting Learning" emphasizes the importance of clear communication with senior leadership. Clear communication is the channel through which companies convey the alignment of training and learning throughout an organization making a strong connection to its mission and vision. This excerpt is filled with presentation and meeting management tips and strategies.

Measuring ROI: fact, fad, or fantasy?
Phillips, Jack
T+D, v61 n4 p42-46 (2007 Apr)

Learning executives assert that ROI is no longer a hot topic that it has become as integrated as project management or Six Sigma. The article reviews the history of return-on-investment, its twists and turns, and concludes that while there is increased interest because of fiscal accountability, some feel it is difficult to use. The article contains a sidebar on ROI methodology.

Training lit the flame at Ferrellgas
Walsh, Patrick J.
T+D, v61 n4 p54-57 (2007 Apr)

Ferrellgas, a Fortune 1000 propane retailer, set out to remake itself through the introduction of a $65-million, technology-driven initiative and quickly determined that training would have to be a key component. This article reports on the steps and progress this company made in developing and implementing this massive training initiative, including the disaster pilot program.

Centralized training leads to nontraditional universities
Laff, Michael
T+D, v61 n1 p27-29 (2007 Jan)

Fundamentals. To make a corporate university successful, it must enable an organization to achieve its strategic corporate mission and should result in new capabilities. Jeanne Meister, a learning consultant experienced in corporate universities outlined three stages of growth for corporate universities. During the first phase the university provides discipline to a disjointed training regime, in the second phase, the corporation partners with a third party to manage its operation (often the make or break phase), and in the third phase, the training staff works with members of specific business units to identify areas of  improvement. Building and sustaining a quality, highly functional corporate university takes time and high-level organizational commitment.

Quantifiable evidence
Sussman, Dan
T+D, v60 n11 p59-62 (2006 Nov)

This article emphasizes the importance of training metrics that link to the business of the organization. The author urges workplace learning professionals to develop their own business acumen, and to find and use meaningful business metrics to prove their worth to the organization. The metrics used by the 2006 BEST award winners are included in the article.

Partnering up
Sallie-Dosunmu, Meloney J.
T+D, v60 n9 p61-64 (2006 Sep)

"Partnering up is about proactively building relationships with the senior executives in your organization -- one executive at a time." says author Sallie-Dosunmu. Workplace performance professionals need to have a strategic plan to achieve a "seat at the table." Here are the components of a successful strategic plan: understand the political horizon; present yourself as a business partner; build the relationship; deliver results; and follow-up. This article describes how learning leaders at St. Luke's Hospital and Zaxby's restaurant worked hard to establish relationships with their senior executives.

How learning has to add up
Davenport, Rex
T+D, v60 n4 p44-46, 50-51 (2006 Apr)