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The
Educators Corner
Readings From
CLO Archives
[1] Outsourcing Learning: Improving the
Experience
Richard Klingshirn
Outsourcing Learning: Improving the Experience This article
can be seen with figures through the e edition at
Chief Learning Officer
March 2007[2] Designing and
Delivering Learning Analytics Dashboards
March 2007 - Jeffrey Berk
Designing and Delivering Learning Analytics Dashboards
This article can be seen with figures through the e edition at
Chief Learning Officer
March 2007
[3] Improving Organizational Performance with
Podcasts
March 2007 - Kaliym A. Islam
Improving Organizational Performance with Podcasts This
article can be seen with figures through the e edition at
Chief Learning Officer
March 2007
[4] The New CLO: Developing Success
March 2007 - Oliver W. Cummings
The New CLO: Developing Success This article can be seen with
figures through the e edition at
Chief Learning Officer
March 2007
Learning & Development
[5]Tapping
the Executive Pool
by Kellye Whitney
Published March 2007
Learning Solutions
[6]
Effective Business Requirements for the LMS
Pat Alvarado This article can
be seen with figures through the e edition at
Chief Learning Officer
February 2007
To develop an LMS successfully, organizations must have a clearly
defined learning strategy. By proactively aligning the LMS with business
goals, organizations can make sure their learning solutions meet the
needs of every department.
Learning Solutions
[7]
The Science of Corporate Learning
Donalee Markus, Ph.D. This article can be
seen with figures through the e edition at
Chief Learning Officer
January 2007
Many corporate learning programs might sound
effective in theory. But in order to positively
deliver in reality, learning leaders need to
understand — on a scientific level — how learners
learn.
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Productivity
[8]
Managing Learning Function
Performance
Oliver W. Cummings This article can be
seen with figures through the e edition at
Chief Learning Officer
January 2007
It's easy to say a well-designed, balanced
performance measurement system that drives
appropriate stakeholder behaviors greatly reduces
the likelihood of function failure. However,
designing and executing such a performance
measurement system is easier said than done.
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Tactics
[9]
12 Unavoidable Truths About
E-Learning
Kenneth Carlton Cooper This
article can be seen with figures through the e
edition at
Chief Learning Officer
January 2007
Many organizations ignore basic realities about
technology and learning, resulting in e-learning
programs that are time-consuming to create,
expensive to produce and deploy and don't change
behaviors in the intended way. Building effective
e-learning takes an understanding of 12 unavoidable
truths.
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Human Capital
[10]
Developing a Leadership Strategy
Kate Sweetman, Dave Ulrich & Norm Smallwood This
article can be seen with figures through the e edition at
Chief Learning Officer
January 2007
Branded leadership cements a company's identity in the minds of its best
customers regarding employee behaviors throughout the enterprise. This
type of leadership requires a programmatic and innovative approach to
learning interventions.
Environment
[11]
Wanted: A CLO With Courage
Sandra Ford Walston This article can be seen with figures
through the e edition at
Chief Learning Officer
January 2007
Chief learning officers don't simply provide companies with learning
programs. They are responsible for fostering change in the workplace.
It's a position that requires not just leadership and organizational
skills but also considerable courage
Learning Solutions
[12]
Understanding the Workforce: Designing Targeted
Development
Tyson Greer This article can be seen with figures
through the e edition at
Chief
Learning Officer
December 2006
When designing targeted training for a four-generation workforce, CLOs
might want to borrow a trick or two from the film industry: Hollywood
has perfected how to define an audience and deliver engaging content
specifically to it.
Human Capital
[13]
Building Bridges: Lessons in Working
with Business Units
Michelle Page-Rivera, Ph.D.This article can
be seen with figures through the e edition at
Chief
Learning Officer
December 2006
When working with business unites, the main function
of the learning department is to best serve the
needs of learners and the overall organization. To
accomplish this, many learning organizations employ
one of three strategies: centralized learning,
decentralized learning, and hub-and-spoke learning.
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Environment
[14]
Capital Decisions: Educating Executives
Julie Smith & Amanda Young Hickman This article can
be seen with figures through the e edition at
Chief
Learning Officer
December 2006
Although "business alignment" is one of the most common phrases in the
learning profession, too often learning organizations fall short of
meeting this goal. To stay in sync with your customer's and
organization's needs, you must take a holistic approach that goes beyond
the traditional models.
Productivity
[15]
Beyond ROI: Alternate Measures of Success
Ajay Pangarkar & Teresa Kirkwood This article can be seen
with figures through the e edition at Chief
Learning Officer
November 2006
Learning professionals often assume C-level executives care only about
one thing: ROI. However, financial proof isn't always the end-all,
be-all. Many C-level decision-makers are turning away from ROI and
leaning toward alternate measures of success.
Tactics
[16]
E-Learning Success: Engaging Organizations, Motivating
Learners
Lance Dublin This article can be seen with figures through
the e edition at Chief
Learning Officer
November 2006
E-learning comes in ever-increasing varieties today, making it possible
for all organizations to enable, extend and enhance learning for
thousands of workers. In many organizations, however, it's not the
e-learning creating success but rather the people behind it.
Human Capital
[17]
The Valuation Approach to ROI
E. Ted Prince This article can be seen with figures
through the e edition at Chief
Learning Officer
November 2006
The true test of a project's impact is its contribution to the
achievement of corporate valuation objectives, not necessarily the cost
versus return. So why are so many organizations still relying on ROI?
Environment
[18]
Fine-Tuning Strategy: Staying in Sync With Organizational
Needs
Leighanne Levensaler This article can be seen with
figures through the e edition at Chief
Learning Officer
November 2006
Although "business alignment" is one of the most common phrases in the
learning profession, too often learning organizations fall short of
meeting this goal. To stay in sync with your customer's and
organization's needs, you must take a holistic approach that goes beyond
the traditional models.
Take Five
[19]
Five Proven Authoring Tools
Brandon Hall This article can be seen with figures
through the e edition at Chief
Learning Officer
November 2006
Learning Solutions
[20]
CLO Competencies: The Path for Future Learning
Leaders
James J. L’Allier, Ph.D. This article can be
seen with figures through the e edition at
Chief
Learning Officer
August 2006
Many of today's CLOs are between the ages of 45 and
55. As this generation retires and the next one
moves in, what work experiences and competencies
will these new learning executives need? What is the
definition of the future CLO?
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Productivity
[21]
Blended Solutions: Assuring Knowledge Retention
Ann Torry This article can be seen with figures
through the e edition at
Chief
Learning Officer
July 2006
In the age of personalization, customization can aid in knowledge
retention. Blended learning solutions were created just for this
purpose—to address the many personalized training needs and learning
environments of employees.
News@Cisco
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002
TRAINING
Click on the link below to download Chapter 7:
Training.
From: Human Resource Management, 5/e By Raymond A. Noe, Ohio
State University
John R. Hollenbeck, Michigan State University
Barry Gerhart, University of Wisconsin- Madison
Patrick M. Wright, Cornell University. ISBN: 0072987383
Copyright year: 2006
Chapter 7: Training (737.0K)
Our Server
Download the FREE Adobe Acrobat Reader by clicking
here!
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003
Employee Training & Development, 2nd Edition
Raymond Andrew Noe, OHIO
STATE UNIV-COLUMBUS
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| Softcover, 504 pages |
| ©2002, ISBN-13 9780072436617 |
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Online Learning Center |
Click on a chapter title to download the PowerPoint®.
Chapter 1:
Introduction to Employee Training and Development
Our Server
Chapter 2:
Strategic Training
Our Server
Chapter 3:
Needs Assessment Our
Server
Chapter 4:
Learning: Theories and Program Design
Our Server
Chapter 5:
Transfer of Training
Our Server
Chapter 6:
Training Evaluation
Our Server
Chapter 7:
Traditional Training Methods
Our Server
Chapter 8:
Elearning and The Use of Technology in Training
Our Server
Chapter 9:
Employee Development
Our Server
Chapter 10:
Special Issues in Training and Development
Our Server
Chapter 11:
Careers and Career Management
Our Server
Chapter 12:
Special Challenges in Career Management
Our Server
Chapter 13:
The Future of Training and Development
Our Server
Chapter 2 Trends in Human Resource Management
Chapter 2 Trends in Human Resource
Management
004
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Employee Training and Development, 4/e
Raymond A. Noe, The Ohio State University
ISBN: 007340490x
Copyright year: 2008
Welcome to the Online Learning Center for
Employee Training and Development, 4/e by
Raymond A. Noe. This useful and content-rich site offers an
array of resources for instructors and students alike.
For Students: By clicking on the Student
Edition link, you’ll have access to chapter by chapter study
resources, web exercises, and Business Week articles.
For Instructors: By clicking on the
Instructor Edition link, you will enter a password protected
area that provides digital delivery of the teaching resources
that accompany this text.
Raymond Noe’s Employee Training and Development
sets the standard in this course area. First introduced in 1998,
ETD became the market-defining text within 6 months of
publication. Its popularity is due to the lively writing style
and inspiring examples of the most up-to-date developments in
training, research and in practice, including the strategic role
of training and the use of new technologies in training.
Employee Training and Development
strikes a balance between research and real company practices.
It provides students with a solid background in the fundamentals
of training and development – needs assessment, transfer of
training, designing a learning environment, methods, and
evaluation. |
|
To learn more about the book this website supports, please visit its
Information Center.
Sample Chapter
| Click the link below to view a sample chapter from
the Employee Training & Development, 4/e
text by Raymond Noe. You will need to have the Adobe®
Acrobat® 5 or better installed on your computer in order
to view this file. If you do not, please download a copy
of the latest Adobe® Acrobat® Reader program at the
Adobe® Acrobat® web site.
 Sample
Chapter (551.0K) Introduction to
Employee Training and Development
Our Server |
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From the 7e.
Chapter 7: Training (737.0K)
Our Server |
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Registration Required Features & Functions of mySAP ERP HCM: Talent Management
With mySAP ERP HCM, you can support talent management
with these comprehensive features and functions:
- Recruitment enabled by
SAP E-Recruiting
- Find the right people quickly, leverage their
talent in the right place at the right time, and
maintain relationships with individuals who register
in a talent warehouse.
- Perform comprehensive reporting and tracking of
applicants and candidates.
- Career management
- Enable employees to manage their own career
paths and aspirations, either through self-service
capabilities or as a result of planning with
managers.
- Compare employee profiles with the requirements
of specific positions to determine skill and
knowledge gaps, which can then be tied directly to
training plans.
- Implement structured career paths to guide
employees through career progressions based on their
jobs within the organization.
- Succession management
- Identify and track high-potential employees and
implement development plans to ensure that they are
prepared to assume future leadership roles.
- Identify specific key positions and target
specific employees as potential successors.
- Enterprise learning management enabled by
SAP Learning Solution
- Impart knowledge to employees, partners, and
customers through e-learning, classroom training,
collaborative learning, and information
distribution.
- Structure, deliver, and track knowledge
transfer, and tailor learning content to individual
learning styles and needs.
- Measure and analyze enterprise learning
programs.
- Employee performance management
- Align team and individual goals with corporate
goals and strategies.
- Standardize employee reviews and appraisals.
- Tie compensation to performance.
- Support a performance-oriented compensation
process.
- Compensation management
- Implement innovative reward strategies, such as
performance- and competency-based pay, variable pay
plans, and long-term incentives reward programs.
- Analyze and compare compensation packages using
internal and external salary data to ensure
competitiveness in the marketplace.
In a knowledge economy, the key to
creating a sustainable competitive advantage is to couple
effective knowledge transfer and efficient learning
techniques with corporate strategy and business objectives.
That's why you need SAP Learning Solution, our
comprehensive learning platform that integrates business processes,
content development, and the delivery of learning linked to employee
performance.
SAP Learning Solution is the only enterprise solution
that integrates back-office ERP functionality with both learning
management system (LMS) and learning content management system (LCMS)
functionality in a single offering. It provides an enterprise learning
platform capable of managing and integrating business and learning
processes -- and supporting both e-learning and classroom training, as
well as synchronous and asynchronous collaboration. It is fully
integrated with mySAP ERP, and includes content authoring, content
management, and learning management functionality, as well as a learning
portal.
The SAP Learning Solution offers back-office
functionality for competency management, as well as comprehensive
assessment functionality for performance management. It also offers
strong analytical capabilities, including support for ad hoc reporting.
The solution applies a comprehensive learning approach
to deliver knowledge to all stakeholders, and tailors learning paths to
individual educational needs and personal learning styles. Interactive
learning units can be created with SAP Tutor, a training simulation tool
that is also available.
As part of the SAP Learning Solution offering, SAP is
partnering with leading content providers to ensure the availability of
the best e-learning content.
Content partners include:
SkillSoft
NETg
Convergys
Englishtown
Virtual classroom partners include:
Centra
Interwise
Earning High Marks in Independent Research
In "LMS KnowledgeBase 2006: In-Depth
Profiles of 52 Learning Management Systems, with Custom
Comparison Across 200+ Features," brandonhall.com applauds
the functionality of SAP Learning Solution. For more
information on this report, visit
brandonhall.com.
Will Thalheimer's
research-based commentary on learning, performance, and
the industry thereof.
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005
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An advice and guidance service supporting individuals and
organisations in making effective use of ILT within the Post
Compulsory Education sector.
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Becta has published its interim report on
adopting Microsoft Vista and Office 2007 in
schools and colleges.
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009
UNDP- Human Development Reports
Global
Reports
A Reliable Source and Alternative Perspective on Critical Issues
for Human Development Worldwide
Featuring the Human Development Index, every report presents agenda-setting
data and analysis and calls international attentions to issues and policy
options that put people at the center of strategies to meet the challenges
of development today - economic, social, political, and cultural. |
Regional Reports
An Instrument for Measuring Human Progress and Triggering Action
for Change
Promoting regional partnerships for influencing change, and addressing
region-specific human development approaches to human rights, poverty,
education, economic reform, HIV/AIDS, and globalization. |
National Reports
A Tool for National Policy Debate
Placing human development at the forefront of the national political agenda.
A tool for policy analysis reflecting people's priorities, strengthening
national capacities, engaging national partners, identifying inequities and
measuring progress. |
UNDP- Human Development Report 2001
UNDP- Development Programmme
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015
Educators Corner
About STVP Educators Corner
History
The
Stanford Technology Ventures Program (STVP)
Educators Corner is a free online archive of entrepreneurship
resources for teaching and learning. The mission of the project
is to support and encourage faculty around the world who teach
entrepreneurship to future scientists and engineers, as well as
those in management and other disciplines. The site has been
developed by a dynamic team of educators, entrepreneurs,
engineers, and designers at the Stanford Technology Ventures
Program (STVP).
The project has been financially supported by the Kauffman
Foundation and Stanford University. Other collaborators in its
creation include the
Stanford Center for Professional
Development and
Stanford Video.
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Training
Outsourcing
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Sample
Chapter (551.0K) 
