Any organization with a comprehensive training program has a leadership development curriculum. These programs include everything from conventional classroom learning with guest speakers to high-tech simulations and lavish retreats. There also may be mentorship thrown in, as well as multiple job rotations. Despite the well-rounded curricula, many…

Corporate school reformers like to call themselves just "reformers" and counterpose themselves to the "status quo." There is no doubt that the corporate/foundation crowd has successfully captured the media label as "education reformers." However, this political branding has little to do with reality or the substance of the issues under debate.…

The statutory right to request time to train for all employees is the right way forward for UK plc and for workers. The coalition government not implementing this legislation in full would be a backward step. The author says this with such certainty because the status quo in which a third of employers don't train their workers and 10 million…

Today the system of supplementary professional education (SPE) is the main institutionalized subunit that is oriented toward "adult learners". Surveys have shown that in many cases investment in SPE is more profitable, predictable, reliable, and short term than that in any other form of education. Data on supplemental professional…

Corporate e-Learning in Korea has grown rapidly over the previous six years (2000-2005). This study argues that the main cause of this heightened interest in corporate e-Learning in Korea was not that companies needed to provide high-quality training programs through the Internet, but rather that the government took initiative to transform the…

Employer seeking to improve ethics in the workplace should develop a limited number of rules; explain why they are important; correct worker behavior privately; use human relations skills; give employees recognition; set an example; offer training; and provide feedback. (SK)

Hamburger University is McDonald's training facility in Oak Brook, Illinois. Its management development program grants college-credit hours recognized by the American Council on Education to managers from all over the world. (JOW)

Questions to consider before marketing in-house training externally include (1) balancing internal and external clients, accounting for costs, being concerned about proprietary information, finding the right niche, and determining whether profitability is a goal. (SK)

Looks at the views of several chief executive officers (CEOs) regarding training. Suggests that CEOs who personally conduct training programs send a powerful message throughout the organization. (JOW)

Purpose - To examine the role that corporations can and are playing in removing restrictions to a college or university education for their employees - the educational glass ceiling. Design/methodology/approach - An interview format is used with an experienced academic, and learning and development practitioner, drawing upon experiences and…

This paper focuses on an important innovative development in new generation corporate university management. It addresses the thematic area of visual learning that is captured in the term "The Art of Minds-eye Management". It reflects upon experiences with groups of managers in enhancing perceptive competencies using visual awareness learning…

Discusses the training problems faced by small companies. Suggests solutions such as hiring consultants; using local schools, associations, and vo-tec centers; purchasing commercial training programs; and attending seminars and workshops put on by others. (JOW)

Discusses three reasons why conducting a training needs assessment is frustrating: (1) insufficient time; (2) lack of organizational support; and (3) inadequate expertise. Indicates that if trainers do not uphold criteria for what constitutes a good needs assessment, then they cannot expect support from management. (JOW)

Training professionals can take advantage of the opportunities that come with the strong, new interest in learning in organizations. But they must be ready to build and to demonstrate their skills as chief training officer candidates. (JOW)

Discusses how organizations--not individuals--learn, new ways to learn, and how training fits into the picture. Suggests that training needs to be redefined to support the forces and methods that favor spontaneous learning. Describes how trainers can work with middle managers to reach their goals. (JOW)