Training Industry Quarterly - Winter 2010 - 37

WITH TODAY’S BUSINESS GOALS CHANGING AS OFTEN AS THEY DO, COMMUNICATION PLANS ENSURE THAT LEARNING GROUPS CONTINUE TO DRIVE IMPACT. evaluated for impact, a corporate learning department can then improve the impact of their overall portfolio over time by doing more of what works and less of what does not. The study “Measuring the Impact of Training” provided insights into how to measure impact. Those who understood the impact of their training used more measurement techniques than those who did not, particularly comparing outcomes before and after training and measuring their initiatives’ costs. Those who understood impact better also used more data sources, especially from sources like human resources performance systems and other performance management or tracking tools. Succession Management Learning makes the greatest impact when it is aligned with key corporate initiatives and develops the right people to drive organizational success. Since people are a critical asset and baby boomers will be leaving the workforce in increasing numbers, succession management is a function of growing importance. In “Managing Your Organization’s Talent,” study participants confirmed its value and the essential supporting role that learning departments can play by working in tandem with it. Of four talent management areas, succession management had the greatest potential to improve company performance when fully aligned with learning. (See Figure 1.) Figure 1 wikis and communities of practice. Such tools can also reinforce formal learning and increase retention. By bolstering more active participation in training and the Potential of Aligned Talent Management Functions to Improve Corporate Performance Learning & Succession Management Learning & Performance Management Recruiting & Learning Learning & Compensation 56% 19% 42% 47% 38% 45% 44% 0 High = N = 66 0.2 0.4 0.6 0.8 Medium = Source: Training Industry, Inc., 2009 Leveraging Technology Finally, training can only have an impact if learners participate in it — meaning both that they take part and stay engaged with it. As the study “Learning Portals and Informal Learning Technologies” shows, learning portals can increase access to more training when and how learners want it. Many portals, where at least a dozen learning technologies typically reside, also enable and track informal learning such as blogs, “stickiness” of learning through learning portals and other technologies, corporate learning departments can extend the reach and ongoing impact of their learning initiatives. Tracy Hollister is general manager of research at Training Industry, Inc. To view these and other free research studies, visit www. trainingindustry.com/products/ Research.aspx. E-mail Tracy at thollister@trainingindustry.com. 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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