While upbeat lingo abounds about “complementing strategic objectives” and “driving productivity,” the fact is that most training does not make a significant enough impact on business results, and when it does, training professionals fail to make a convincing case about the value added to the bottom line. The vaunted “business partnership model” has yet to be realized—and in tough economic times, when the training budget is often the first to be cut, training is on trial for its very existence. Using a courtroom trial as a metaphor, Training on Trial seeks to get to the truth about why training fails and puts the business partnership model to work for real. Readers on both sides of the “courtroom” will learn how to stop viewing training as a cost center, and bridge the gulf between what learning functions deliver and what business units need to execute their strategies. A thought-provoking read for trainers and business unit leaders alike, Training on Trial provides a new application of the Kirkpatrick Four-Level Evaluation Model and a multitude of tips and techniques that allow lessons learned to be put into action now.
Every organization in the world faces the same challenge: How do we accomplish our highest goals with the time, money, resources and people available to us? No matter how lofty the goal, achievement happens one person and one action at a time. This book tells the endearing story of Chai, the Brunei Window Washer. Through his experiences, you will learn the secrets of developing a team that cares about their customers and the overall mission of the business. Chai embodies the traits that employers want to see in every member of their team. He gets his job done while also providing memorable customer service that really makes a connection with resort guests. A clear discussion of the Kirkpatrick Model follows this quick read, pulling in elements of Chai's experience to demonstrate how building business partnership using this model can help you and your organization to engage the talents of every employee and achieve your highest goals.
Savvy business professionals and enlightened organizations know that training has no value unless what is learned gets applied on the job, and the subsequent on-the-job performance contributes to key organizational outcomes. This issue of TD at Work will help you create an effective training evaluation plan for any program so that you can show the organizational value of your work. At the same time, an effective plan will ensure that your valuable, limited resources are dedicated to the programs that will create the most impact. Specifically, this issue of TD at Work will answer the questions: • Why evaluate? • What is new about the Four Levels of Evaluation? • How can I prove my value as a trainer? • How can I share my story of value? “The Four Levels of Evaluation—An Update” also outlines the results that are most important to the key stakeholders at each of the Four Levels of Evaluation.
A poignant, deeply human portrait of Egypt during the Arab Spring, told through the lives of individuals A FINANCIAL TIMES AND AN ECONOMIST BOOK OF THE YEAR 'This will be the must read on the destruction of Egypt's revolution and democratic moment' Sarah Leah Whitson, Middle East director of Human Rights Watch 'Sweeping, passionate ... An essential work of reportage for our time' Philip Gourevitch, author of We Wish to Inform You That Tomorrow We Will Be Killed with Our Families In 2011, Egyptians of all sects, ages and social classes shook off millennia of autocracy, then elected a Muslim Brother as president. New York Times correspondent David D. Kirkpatrick arrived in Egypt with his famil...
Written for training professionals and consultants in all types of organizations, Transferring Learning to Behavior addresses the most difficult challenge in training: transferring what is taught to actual behaviour. A four-level model provides the framework for evaluating training programs and improving their effectiveness.