Award Winning Training
1. DaimlerChrysler Quantifies Training Quality
T+D, v60 n5 p45-47 May 2006
The successful certification program at DaimlerChrysler can be directly linked to an increase of over 20 percent in dealer sales. The DaimlerChrysler Academy (DCA) now in its fourth year has demonstrated to DaimlerChrysler and its dealers the value of training. DCA offers a dealership certification that covers product knowledge, selling techniques, and other topics linked to performance indicators and scorecards for the dealerships.
2. Company Success Isn't Made...It's Born
T+D, v60 n5 p26-33 May 2006
This interview, with the co-CEOs of Just Born, Ross Born and Dave Shaffer, illustrates the value of senior management commitment and involvement in organizational learning. Ross Born says, “Learning is like breathing for us.” This article captures the ways this successful, growing organization links employee development with its business goals and objectives.
3. John Deere Champions Workforce Development
T+D, v60 n4 p40-43 April 2006
This article explains the link between individual learning and the business of the John Deere and Company. Some key elements of the learning function are the way learning is managed connecting competencies and development; finding the right metrics; and understanding change. In 2005, Deere launched an online career development program that gives employees a context and a method to address their own development. That system, which has “a job-fit analysis,” helps employees assess where they are today and compare themselves with positions they would like to attain.
4. Blended Learning Fuels Sales at Toshiba
LEARNING CIRCUITS, v6 n11 November 2005
This best practice article explains how Toshiba America Business Solutions used a blended learning approach to train new dealer sales representatives in an the eight-week training initiative. A year later, this group was recognized again for a program called “Training to Go” that aims to boost the product knowledge of new dealer sales personnel quickly.
5. BEST 2005: Meet the Winners
T+D, v59 n10 p26-69 October 2005
This article highlights 29 companies that were recognized with 2005 BEST Awards for innovative approaches to workplace learning challenges and opportunities. The top five award-winning companies are: Caterpillar, Inc., Hewlett-Packard, EMC Corporation, ICICI Bank Limited, and IBM. Each profile offers insight about company practices that have resulted in earning a BEST award.
6. Wegmans, A Shared Vision
T+D, v59 n9 p37-44 September 2005
This article describes the 'bubble charts' that define the competencies of the five job families at Wegmans. Using the five job families as the basis for all training enables employees to determine their personal career path at Wegmans. Wegmans’ employees are taught about the tools available to assist them with their career decisions. Staff uses the chart to determine what career path to select and the learnings needed to develop in order to achieve their goals.
7. A Higher Level of Learning
T+D, v59 n9 p32-36 September 2005
At C Level. This interview illustrates the value Wegmans places on treating employees well and the importance of training. Sales growth is the key metric used by Wegmans. When sales increase according to Danny Wegman, it means the training employees received made the difference.
8. Coloring Outside the Lines
T+D, v59 n7 p30-33 July 2005
At C Level. This interview with Mark J. Schwab, CEO, Binney & Smith, famous for making Crayola crayons describes the importance of leadership development and a culture that fosters innovation. The metrics used to determine if leadership development programs are working, how a safe environment for innovation is created, and the revenue measures and targets are evaluated are covered. In this article, Schwab’s commitment to learning is demonstrated in his statement, “From my perspective learning and development starts at the top. It’s not something you delegate. It begins with the CEO who has to be personally involved and personally committed. You have to demonstrate your willingness to change and to grow.”
9. Yielding the Best Teachers, Leaders
T+D, v59 n3 p52-54 March 2005
This article discusses the executive development program created internally at KLA-Tencor. The program focuses on six competencies: strategic thinking, operational excellence, sales, marketing, program execution, and competitive workforce along with organizational legal issues. How is it working? KLA-Tencor was selected as a winner of the ASTD BEST award and was listed as on of the "Best Managed Companies in America" by Forbes Magazine in January 2005.
10. Growing Strong Leaders
T+D, v59 n2 p53-55 February 2005
This article shares the success story of Equity Residential’s leadership development program, LEAD-Self program. This low-tech, mostly classroom-based program grew out programs attended by the company CEO at the Center for Creative Leadership (CCL). In fact, Equity Residential tapped CCL and the University of Maryland to help create LEAD.
11. The ROI of SWAT
T+D, v59 n1 p48-50 January 2005
This article details how Toshiba American Business Solutions developed Special Weekly Acquisition Training (SWAT)a tool used to bring the sales people of newly acquired companies up to speed about Toshiba products. Senior management at Toshiba has found that this training tool has increased employee retention and reduced the training costs of employees dramatically. While Toshiba doesn't ask about the costs or the ROI formally, the training group who developed SWAT can provide the numbers when needed. Toshiba American Business Solutions is a 2004 ASTD BEST award winner.
