Training Industry Quarterly - Winter 2010 - 17

THIS INTEGRATED APPROACH WITH TARGETED TRAINING TRULY HELPS EMPLOYEES ATTAIN AND SUSTAIN PEAK PERFORMANCE prospective employees, including opportunities for growth, a culture of open communication and interesting, challenging work. Training reinforces all these aspects. Definition of Human Capital Plan Senior management should begin by assessing the organization’s performance capacity. This determines how well the organization can fulfill its business strategy in its marketplace and how employees contribute to success. The goal is to understand the gaps between present capability and perceived needs. Trainers can help with this task as well. In the U.S. Army, for instance, efficiency and talent can determine life or death. While the stakes aren’t as dramatic for most organizations, the process remains relevant. One Command with 29 locations spread around the country determined it needed an individual and organizational approach to duties and tasks that reflected a higher degree of seriousness and sense of urgency required to provide high-quality, critical equipment on a very timely basis to battle fronts. Once it formulated objectives, including improving and refining the focus of leadership, management and technology, this Army Command adopted a matching strategy that included a desire to “focus first on the people.” An explicit training curriculum was established to drive these objectives at all levels and locations. This extensive training enabled a substantial, urgent cultural transformation and put the organization in a better position to handle change and accelerate their op tempo. Recruitment and Selection There’s strong competition for the best and the brightest in nearly every field. A company must align goals and outcomes for recruitment to be effective. This includes identifying the right people with the right skills for positions, creating the EVP and considering strategies to reduce the cost of placement. Trainers can also be effectively Making Connections Human capital management directly ties directly to five top business-driving trends: • Globalization and virtual operation • Organizational growth and strength in all economic settings • Evolving or transforming cultures • Changing market demands • Loss of working knowledge through attrition Trainers need to know how any of these connections work in their organization. They can then serve as effective stewards of well-connected training processes and initiatives. Training Industry Quarterly, Winter 2010 / A Training Industry, Inc. ezine / www.trainingindustry.com/TIQ
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Training Industry Quarterly - Winter 2010

Table of Contents for the Digital Edition of Training Industry Quarterly - Winter 2010

Training Industry Quarterly - Winter 2010
From Where I Sit
Contents
Ad Index
At the Editor’s Desk
Winning Organizations Through People
Learning Technologies
Performance & Productivity
The Human Capital Lifecycle: Strategically Managing Talent and Training
Engaging with Games and Simulations
The Bottom-Line: Aligning Learning with Business Needs
2010’s Top Training Technology Trends
Tyson Foods: Growing New Leaders
Three Lessons in Driving Impact
Closing Arguments
Training Industry Quarterly - Winter 2010 - Intro
Training Industry Quarterly - Winter 2010 - Training Industry Quarterly - Winter 2010
Training Industry Quarterly - Winter 2010 - Cover2
Training Industry Quarterly - Winter 2010 - From Where I Sit
Training Industry Quarterly - Winter 2010 - Contents
Training Industry Quarterly - Winter 2010 - Ad Index
Training Industry Quarterly - Winter 2010 - 6
Training Industry Quarterly - Winter 2010 - At the Editor’s Desk
Training Industry Quarterly - Winter 2010 - 8
Training Industry Quarterly - Winter 2010 - Winning Organizations Through People
Training Industry Quarterly - Winter 2010 - 10
Training Industry Quarterly - Winter 2010 - Learning Technologies
Training Industry Quarterly - Winter 2010 - 12
Training Industry Quarterly - Winter 2010 - Performance & Productivity
Training Industry Quarterly - Winter 2010 - 14
Training Industry Quarterly - Winter 2010 - The Human Capital Lifecycle: Strategically Managing Talent and Training
Training Industry Quarterly - Winter 2010 - 16
Training Industry Quarterly - Winter 2010 - 17
Training Industry Quarterly - Winter 2010 - 18
Training Industry Quarterly - Winter 2010 - 19
Training Industry Quarterly - Winter 2010 - 20
Training Industry Quarterly - Winter 2010 - Engaging with Games and Simulations
Training Industry Quarterly - Winter 2010 - 22
Training Industry Quarterly - Winter 2010 - 23
Training Industry Quarterly - Winter 2010 - 24
Training Industry Quarterly - Winter 2010 - The Bottom-Line: Aligning Learning with Business Needs
Training Industry Quarterly - Winter 2010 - 26
Training Industry Quarterly - Winter 2010 - 27
Training Industry Quarterly - Winter 2010 - 28
Training Industry Quarterly - Winter 2010 - 2010’s Top Training Technology Trends
Training Industry Quarterly - Winter 2010 - 30
Training Industry Quarterly - Winter 2010 - 31
Training Industry Quarterly - Winter 2010 - 32
Training Industry Quarterly - Winter 2010 - 33
Training Industry Quarterly - Winter 2010 - Tyson Foods: Growing New Leaders
Training Industry Quarterly - Winter 2010 - 35
Training Industry Quarterly - Winter 2010 - Three Lessons in Driving Impact
Training Industry Quarterly - Winter 2010 - 37
Training Industry Quarterly - Winter 2010 - 38
Training Industry Quarterly - Winter 2010 - Cover4
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