Orchestrating a smooth training transition during a merger or acquisition is never easy. When Delta Air Lines absorbed Northwest Airlines Corp. in 2008, the Training function realized it was in for a bumpy ride. This article looks at the strategies used and progress made since the takeover was announced.

One may be the loneliest number, but Verizon isn't complaining. After appearing five times in the Top 10 over the last six years, the telecommunications company captured the No. 1 spot on the Training Top 125 for the first time in 2012. Despite a relatively flat training budget and a work stoppage that resulted from the expiration of union…

"Training" magazine taps 2012 Training Top 125 winners and Top 10 Hall of Famers to provide their learning and development best practices in each issue. This article looks at strategies to foster technology innovation and implementation and onboarding.

For SCC Soft Computer, a clinical information management systems provider, learning and development long has played an essential role in maintaining a high-growth global company. In 2010, the organization proved through ramped-up offerings, improved training success rates, and continual programming evolution that training is still a top priority.…

For The PNC Financial Services Group, Inc., last year proved the perfect backdrop for meeting learning and development goals as the company completed the largest acquisition in its history. While training and development have always been a priority for PNC, in 2010 the company climbed one step higher. The acquisition of National City…

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…

Innovation has been part of The Economical Insurance Group (TEIG) throughout its 140-year history--its first insurance policy was written on a barn in Berlin, Ontario. Today, the company continues to pursue innovation through its leaders, utilizing a variety of programs to develop the talent needed to guide the 2,500-employee organization through…

A training department revamp is a huge, but not impossible, undertaking, and a chore that may be inevitable every now and then. Taking the plunge and deciding to rebuild one's training structure can offer a sizable return on investment to one's senior executives, and a more effective learning strategy for employees. The tricky part is ensuring the…

Most companies need a steady stream of talent to enter, then move up in, the organization. But at most companies, the care and feeding of that talent stream is often a bit fragmented; recruitment is largely an HR function, while succession planning--to the extent there is any--is left in the hands of executive leadership. Development of the…

The revolving-door CEO is becoming a fixture of American companies, and is likely to remain so for some time. With executive tenure at a mere 2.5 years and a CEO turnover rate that increased 11 percent last year, newly hired executives must hit the ground running if they hope to be effective before moving on to their next jobs. Helping them adjust…

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…

This article offers 25 stepping stones to ease the conversion of a classic hierarchical organization into a network of self-directed work teams. (JOW)

Describes how the corporate education department at Corning, Inc. stopped training individuals and started transforming a company. Offers a four-part strategy that allowed the Education and Training Directorate to do more with less. (JOW)

Attempts to define corporate culture and examines the implications of organizational (or cultural) change and the current emphasis on excellence for training and human resource development. (SK)

Describes benchmarking, a process of finding the world-class examples of a product, service, or operational system, and adjusting products, services, or systems to meet or beat that standard. (JOW)