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Employees --- Employee development --- Employee training --- Employees, Training of --- In-service training --- Inservice training --- On-the-job training --- Training of employees --- Training within industry --- Vestibule schools --- Training of --- Personnel management --- Occupational training --- Employer-supported education
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Employees --- #PBIB:2000.4 --- Employee development --- Employee training --- Employees, Training of --- In-service training --- Inservice training --- On-the-job training --- Training of employees --- Training within industry --- Vestibule schools --- Occupational training --- Employer-supported education --- Training of --- Didactics of technology --- Personnel management
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Employees --- Employee development --- Employee training --- Employees, Training of --- In-service training --- Inservice training --- On-the-job training --- Training of employees --- Training within industry --- Vestibule schools --- Occupational training --- Employer-supported education --- Training of
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Employees --- Marketing & Sales --- Commerce --- Business & Economics --- Employee development --- Employee training --- Employees, Training of --- In-service training --- Inservice training --- On-the-job training --- Training of employees --- Training within industry --- Vestibule schools --- Occupational training --- Employer-supported education --- Training of. --- Training of
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Employees --- Formation des formateurs Vorming van de opleiders --- Employee development --- Employee training --- Employees, Training of --- In-service training --- Inservice training --- On-the-job training --- Training of employees --- Training within industry --- Vestibule schools --- Occupational training --- Employer-supported education --- Training of
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Many of today's business leaders champion learning as essential to business success, backing their belief with massive investments in Training and Development (T&D). In fact, T&D investments reach $56 billion per year in the U.S. alone. In this era of unprecedented opportunity, the time is right for T&D to become a full-fledged "player" in the world of business. At issue, the authors contend, is T&D's inability to seize this opportunity and deliver unmistakable value to its most influential customers-the exectuvies who pay for trainiing services but are unable to see clear business value being returned on their companies' training investments. The authors also contend that T&D must alter the traditional precepts that keep it "separate form the business" and "out of the loop" strategically. Van Adelsberg and Trolley suggest that the key to delivering unmistakable business value lies in transforming T&D-in spirit and in practice-from a funciton to a business. The authors draw on their experiences working inside Moore Corporation, DuPont, Mellon Bank, Kaiser Permanente, Texas Instruments, and other top businesses to illustrate how "Running Training Like a Business": 1. Eliminates the many hidden costs of training; 2. Re-focuses T&D from delivering training content to addressing business issues; 3. Makes T&D a full stategic partner in business decision making; 4. Ensures that training measurement is "baked in, not bolted on"; 5. Improves the effectiveness and efficiency of internal and/or external T&D organizations. Trolley and van Adelsberg lead the reader through a proven four-step process for transforming traditional training organizations into training enterprises capable of delivering unmistakable value, quarter after quarter and year after year.
Employees --- Training. --- Skills training --- Education --- Teaching --- Employee development --- Employee training --- Employees, Training of --- In-service training --- Inservice training --- On-the-job training --- Training of employees --- Training within industry --- Vestibule schools --- Occupational training --- Employer-supported education --- Training of.
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Employees --- Performance --- Marketing & Sales --- Commerce --- Business & Economics --- Competence --- Work --- Employee development --- Employee training --- Employees, Training of --- In-service training --- Inservice training --- On-the-job training --- Training of employees --- Training within industry --- Vestibule schools --- Occupational training --- Employer-supported education --- Training of
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Reading Work: Literacies in the New Workplace explores changing understandings of literacy and its place in contemporary workplace settings. It points to new questions and dilemmas to consider in planning and teaching workplace education. By taking a social perspective on literacies in the workplace, this book challenges traditional thinking about workplace literacy as functional skills, and enables readers to see the complexity of literacy practices and their embeddedness in culture, knowledge, and action. A mixture of ethnographic studies, analysis, and personal reflections makes thes
Workplace literacy. --- Employees --- Employee development --- Employee training --- Employees, Training of --- In-service training --- Inservice training --- On-the-job training --- Training of employees --- Training within industry --- Vestibule schools --- Occupational training --- Employer-supported education --- Occupational literacy --- Workforce literacy --- Functional literacy --- Training of.
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You probably have data on course enrollments and completion and pass rates on course tests, but what about data on how learners are applying their new knowledge? The Experience API (xAPI) can help you collect and track more complete data on your learning programs and their results. An application programming interface (API) is a means for transmitting data across software systems. xAPI allows you to document and track learning experiences.In this issue of TD at Work, Making Sense of xAPI, Megan Torrance and Rob Houck offer an overview of xAPI and provide guidance to help you get started making xAPI part of your learning management system.This issue includes:definitions of essential termssample activity statements for xAPIexamples of types of data to collect with xAPIdiscussion of how xAPI relates to action mapping, the Kirkpatrick model, and the 70-20-10 modelan xAPI project planning guide.
Employees --- Employee development --- Employee training --- Employees, Training of --- In-service training --- Inservice training --- On-the-job training --- Training of employees --- Training within industry --- Vestibule schools --- Occupational training --- Employer-supported education --- Training of --- E-books --- Computer Interfaces --- Computers
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Employees --- Commerce --- Business & Economics --- Marketing & Sales --- Employee development --- Employee training --- Employees, Training of --- In-service training --- Inservice training --- On-the-job training --- Training of employees --- Training within industry --- Vestibule schools --- Occupational training --- Employer-supported education --- Training of