Training Fundamentals Case Studies
- Beyond Reactive: Staying ahead of the curve is the goal of Nextel's training organization. Though decentralized into business units, the business training managers (BTM) still report to HRD and follow a defined process for program funding and resource allocation. Nextel has carefully outlined strategies (such as 150 men and women in the leadership queue) that are the backbone of its core programs--the Business Management Institute, Leadership Institute, and employee development plans. T+D v59 n8 August 2005
- Case Study: How HP Rolled out its Virtual Lab for Global Customer Training: This article describes the rapid-deployment process implemented by HP to create effective, remotely delivered courses with experiential learning built-in while changing as little as possible in existing ILT courseware. This approach enables HP to train over 200,000 people in over 80 world-wide locations on new equipment, procedures, and techniques. Learning Circuits v6 n6 June 2005
- IBM Reinvents its Workforce: A New Shade of Blue: 'On demand,' the new IBM mantra, applies to its marketing efforts and its employee learning strategy. Based on research within the company to identify the skills needed by its workforce, IBM has launched a $700 million learning initiative. Employees select from several learning options: classic blend -- a mix of face-to-face and Web-based learning; initiative-based -- focused on a specific business challenge this learning process helps identify new approaches; and on demand workplace -- where employees learn by applying content to work. T+D v59 n5 May 2005
- Conquering the Corporate Tower of Babel: This article outlines how Montague Institute, an interdisciplinary education and research organization, shifted from a lecture/demo format to a hands-on, Web-based design for its courses. This change required adopting an acceptable corporate™ language by those involved in instructional design. Learning Circuits v6 n2 February 2005
