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Description
Training Across Multiple Locations draws from numerous real-life examples to show how distance learning technology-including intra-nets, web-based training, and computer-based training-is being used to manage multi-point training at companies like Motorola, Ford, Boeing, Kinko's, Hewlett-Packard, and others. With technology, the authors reveal, training organizations are able to extend their reach and distribute training over a far wider audience in ways that may make current approaches to training less relevant and even obsolete. And perhaps most importantly, they provide a model for calculating return on investment (ROI) for these technology-based programs.
Krempl and Pace present a detailed review process for evaluating the effectiveness of multiple location training and development systems and provide specific advice on how to conduct the review and how to share data to enhance unit effectiveness. They also include a unique questionnaire that helps teams assess how well they are carrying out their T&D responsibilities and how well they are integrating their activities into the corporate business plan.
Training and development functions survive by maintaining relationships with critical decision-makers at all levels in the organization. This process is often described in terms of politics and power-but Training Across Multiple Locations treats the issue simply in terms of how to get the job done. The unique process described in this book will encourage better preparation and more informed discussions and decisions, allowing managers to better anticipate problems and stay on top of key issues.
Books
Berrett-Koehler Publishers
Exclusively Paid 
5h 7m 
No Certificate 
256 pages Training Across Multiple Locations
Affiliate notice
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Type
-
Provider
-
PricingExclusively Paid
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Duration5h 7m
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CertificateNo Certificate
Training Across Multiple Locations draws from numerous real-life examples to show how distance learning technology-including intra-nets, web-based training, and computer-based training-is being used to manage multi-point training at companies like Motorola, Ford, Boeing, Kinko's, Hewlett-Packard, and others. With technology, the authors reveal, training organizations are able to extend their reach and distribute training over a far wider audience in ways that may make current approaches to training less relevant and even obsolete. And perhaps most importantly, they provide a model for calculating return on investment (ROI) for these technology-based programs.
Krempl and Pace present a detailed review process for evaluating the effectiveness of multiple location training and development systems and provide specific advice on how to conduct the review and how to share data to enhance unit effectiveness. They also include a unique questionnaire that helps teams assess how well they are carrying out their T&D responsibilities and how well they are integrating their activities into the corporate business plan.
Training and development functions survive by maintaining relationships with critical decision-makers at all levels in the organization. This process is often described in terms of politics and power-but Training Across Multiple Locations treats the issue simply in terms of how to get the job done. The unique process described in this book will encourage better preparation and more informed discussions and decisions, allowing managers to better anticipate problems and stay on top of key issues.
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