Partnerships—Business and Education Team-Up
1. University Executive Education Gets Real
T+D, v60 n5 p57-59 May 2006
University-based executive education programs are increasingly integrating simulations, action learning, and real learning into their offerings. This article describes two university-based programs, University of San Francisco's School of Business and Management, and Wayne State University School of Business, that are successfully adding more interactive learning strategies to enhance knowledge transfer and application back in the workplace.
2. Simulations Create Real-World Experiences
T+D, v60 n5 p68-69 May 2006
Solutions. This case study examines how SAP teamed up with Enspire Learning to develop management training curricula that focuses on working with virtual teams. Enspire incorporated the use of simulations to help emphasize certain elements.
3. Flexibility Fuels Employee Development
T+D, v60 n4 p96-97 April 2006
Solutions. Kum & Go, a Midwest family-owned convenience store chain, recognized the need to improve the skills and education of its employees. It has revamped its tuition assistance program and works closely with the Upper Iowa University to offer numerous undergraduate and correspondence courses.
4. From Campus to Partner
T+D, v60 n3 p86-87 March 2006
Solutions. This article describes Grant Thornton's strong commitment to developing leaders internally whenever possible. It covers its progressive leadership program and the partnership forged with DDI for several of its programs.
5. Workforce Development
T+D, v59 n12 p20-21 December 2005
Trends. This article reviews how IBM has established workforce development partnerships with government groups at all levels in the US and in foreign countries. The goal of the partnerships is to match needed skill sets with the work that needs to be done. Research from the Organization for Economic Cooperation and Development (OECD) indicates that investing in developing employees pays off more substantially than investing in physical infrastructure. The article describes the attributes to look for in a partner: a complete understanding of the business and its needs; personal attention and accountability; a focus on quality; and an openness to employer involvement. A sidebar on Finding the Right Partner: An Employer Checklist is provided.
6. Case Study: Nevada State's-Owned Schools Place Bets on WebCT
LEARNING CIRCUITS, v6 n12 December 2005
This article tells how state-owned Nevada colleges and universities have formed a consortium to centrally purchase and host WebCT’s Vista academic enterprise system, enabling the institutions to share the costs of its administration and other services. Partnering this way has the potential to reduce per institution costs substantially.
7. Training to the Speed of Business
T+D, v59 n11 p71-72 November 2005
Solutions. This article describes how the American Research Institute (ARI) partnered with MicroTek to provide training for one of the largest telecommunications mergers in recent history. ARI needed to provide
200 days of training in 40 different locations. ARI was charged with developing courseware and scheduling trainers while MicroTek coordinated the logistics of the training.
8. The Right Direction
T+D, v59 n10 p92-93 October 2005
Solutions. This article describes a sophisticated apprenticeship program at the University of Southern Mississippi designed to up-skill workers for the geospatial industry.
9. Maximizing Training Dollars
T+D, v59 n9 p91-92 September 2005
Solutions. This article describes the partnership between Farmers Insurance Group and Capella University. The goal of the partnership was to help more employees earn college degrees and receive college credit for professional designation courses. The process created through the partnership of Farmers and Capella University is outlined.
10. Companies Head Back to College
T+D, v59 n7 p53-57 July 2005
This article explains how four educational institutions have stepped-up to the plate as players to provide outsourcing for corporate training programs. These colleges and universities (public and private) have targeted specific markets and presented innovative business models. Delta College, a community college, offers training turnkey expertise which is flexible and meets the needs of clients such as Dow Chemical and GM. The New Jersey Institute of Technology (NJIT), the grandfather of the virtual classroom, offers technology-based solutions for companies such as Cardinal Health and the AFL-CIO. Duke University’s Corporate Education, a spin-off of the University’s Fuqua School of Business has found its niche in customized educational interventions to solve business problems for corporate clients. Apollo Publishing, an arm of the University of Phoenix, specializes in improving specific competencies by using its own academic materials and customized content.
11. Leadership Learning
T+D, v59 n6 p53-55 June 2005
This case study explains the Simonton Windows leadership development program focusing on an innovative component, the leadership challenge. The leadership challenge component enables the newly trained leaders to apply their skills in one of several non-work settings--most often a school or community group. This component sets the program apart and increases Simonton's return on its leadership development nine-day certificate program investment to an enviable 8:1 ratio.
12. Cohorts in Learning
T+D, v58 n2 p40-44 February 2004
The partnership between the Association of Executives in Finance, Credit, and International Business (FCIB) and Michigan State University (MSU) is described in detail in this article. It describes the cohort program model and states that this model was used because it usually results in better learner completion rates. The program, deemed successful by both parties, was not without its ups and downs. The article shares lessons learned such as know your audience, find a university partner that shares your vision and goals and is interested in forging long-term relationships, and take small steps, work in phases.
