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Weinstein, Margery – Training, 2012
Who isn't familiar with McDonald's? Its golden arches are among the most recognizable brand icons in the U.S. What many are less familiar with is the methodical and distinguished learning and development that supports that brand. Training that begins by preparing employees to serve customers at the counter, and extends to programs that help…
Descriptors: Mentors, Leadership Training, Job Training, Business
Training, 2012
The best learning and development organizations support business initiatives tactically "and" help drive strategic change. Verizon did just that, earning it the No. 1 spot for the first time on the Training Top 125. Verizon and the other 2012 Top 125 winners continued to invest in training, collectively dedicating a mean of 4.52 percent of their…
Descriptors: Training, Leadership, Tuition, Labor Force Development
Weinstein, Margery – Training, 2012
For flooring manufacturer Mohawk Industries, it is not enough to teach employees how to be great. The long-time Training Top 125 contender focused last year on helping employees to blaze their own learning paths while meeting organization imperatives. That meant improving the technology that supports employee performance, as well as creating new…
Descriptors: Job Performance, Organizational Development, Performance Technology, Social Networks
Weinstein, Margery – Training, 2011
An organization probably prides itself on its openness in finding new talent. It is eager to add people with diverse backgrounds and skills to its roster of employees. Yet, like many companies, it might be hesitant to actively recruit persons with disabilities. Recruiting and integrating these individuals may require greater care, but what an…
Descriptors: Employees, Talent, Disabilities, Internship Programs
Weinstein, Margery – Training, 2011
A return to normal after a crisis is a good thing. Who doesn't want back what once seemed lost? The problem is it usually isn't a simple task figuring out how to patch together a scaled-back training program. When the recession hit in fall 2008, trainers were asked to scale down programming and make do with fewer resources. With a recovery in full…
Descriptors: Change Strategies, Labor Needs, Needs Assessment, Industrial Psychology
Training, 2011
Top companies realize how vital training is to their success and continue to invest in it, even in trying times. This article presents "Training" magazine's 11th annual ranking of the top companies with employee-sponsored workforce training and development. First-time No. 1 winner Farmers Insurance puts such a premium on learning that its new…
Descriptors: Corporations, Labor Force Development, Adult Education, Industrial Training
Weinstein, Margery – Training, 2012
Preparing employees for the immediate work in front of them is a challenge. While most companies are still mastering effectively training their own workforce, some, such as "Training" magazine Top 10 Hall of Famer The Ritz-Carlton Hotel Company, have set up for-profit academies open to the public. When Ritz-Carlton won the national Malcolm…
Descriptors: Corporate Education, Labor Force Development, Job Training, Industrial Training
Weinstein, Margery – Training, 2011
Technology has promised trainers so much--from the ability to train distant learners to new ways of keeping young employees engaged. But has it delivered? In this article, several trainers consider whether their investment in training technology has been worth it.
Descriptors: Distance Education, Educational Technology, Electronic Learning, Employees
Cohen, Jeremy – Training, 2010
Even in an industry where rapid change is the status quo, it takes a special kind of company to handle the training challenges posed by a major corporate acquisition and massive product rollout. No one has ever accused Verizon of thinking small-scale when it comes to training initiatives, but over the last year, the telecommunications giant…
Descriptors: Job Training, Telecommunications, Employees, Organizational Change
Weinstein, Margery – Training, 2011
Sometimes it's a relief when a leader leaves. What large organization, after all, doesn't have its "seasoned" corner office dragon who predates everyone, and who no one can figure out how to get rid of? But more often, companies are proud of their leaders, especially the ones they took pains to develop over a decade or two. After years of…
Descriptors: Administrative Organization, Leadership, Productivity, Employees
Weinstein, Margery – Training, 2010
The youngest workforce generation seems to crave games and simulations, and even older workers are coming to enjoy them. But what do new trends in these areas mean for the company, the learners, and the organization's strategic goals? In this article, two experts in the field, Clarissa Graffeo and David Metcalf of the Mixed Emerging Technology…
Descriptors: Games, Ethnology, Computer Simulation, Educational Technology