Training Industry Quarterly - Winter 2010 - 19

Takeaways Key takeaways trainers should remember when trying to attain a triple win—beneﬁts for the organization, employees and customers: • Human capital manage- and difficult. A key business outcome is preserving critical knowledge to sustain desired organizational results. Still, companies must react to employee turnover. At stake with every departure is the loss of institutional knowledge. The last thing any organization wants is for the lone person who understands a critical process to leave. But when that happens, trainers need to assist with the transfer of knowledge. Trainers can help others understand the information and how to apply it. Departures are triggered for a number of reasons—regardless of how good the training and recruiting strategy is, departures are inevitable. No matter if planned or a surprise, departures affect the organization overall, including customers and employees. In this stage of the Human Capital Life Cycle, the overarching outcome is to sustain the knowledge and talent that the company needs in order to continue successfully operating. Trainers play a significant role in the transfer and application of that knowledge and talent. In Conclusion Understanding the Human Capital Life Cycle and the importance that training plays in the life cycle generates results. Businesses can more predictably grow and secure long-term financial viability and market stature. Senior executives rely on incisive questions to guide their independent inquiry. The answers lead to wiser decisionmaking within their organizations. The process produces more actionable intelligence when compared to how-to checklists or one-size-fits-all tools. Joyce A. Thompsen, Ph.D., author of “Achieving a Triple Win: Human Capital Management of the Employee Lifecycle,” is a consulting practice leader for AchieveGlobal, the world leader in providing interpersonal business skills. E-mail Joyce at editor@trainingindustry.com. ment has become a signiﬁcant business issue. • The Human Capital Life Cycle is linked to all of the top business-driving trends. • The Human Capital Life Cycle is a practical, systemic, dynamic, six-stage approach tied to business needs and customers’ needs. • Asking the right strategic questions is essential to making wise human capital management decisions. • When senior leaders ask the right human capital management questions, take the right actions and fulfill the right promises, everyone can win—the organization, its customers and its people. It’s a triple win. Training Industry Quarterly, Summer 2009 / 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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