scholarly journals Training of Personnel in Modern Organizations: Key Trends and Principles of Building Programs. Experience and View of Practice

2020 ◽  
pp. 35-43
Author(s):  
Konstantin Igorevich Kornev
Keyword(s):  
Training Programs ◽  
Corporate Training ◽  
Training And Development ◽  
Training Of Personnel

The author's view on the problem of training and development of personnel in modern organizations is presented. The key trends of changes in the HR policy and development of corporate training are highlighted. The main principles of formation and formats of implementation of corporate training programs are considered.

Possibilities for MOOCs in Corporate Training and Development

2015 ◽  
Vol 54 (10) ◽  
pp. 14-21 ◽  
Author(s):  
Michele Nicole Dodson ◽  
Karat Kitburi ◽  
Zane L. Berge
Keyword(s):  
Corporate Training ◽  
Training And Development

scholarly journals Training and Development Strategy and Its Role in Organizational Performance

2011 ◽  
Vol 1 (2) ◽  
pp. 42 ◽  
Author(s):  
Brig(Retd) Abdus Sattar Niazi
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Development Strategy ◽  
Learning Organizations ◽  
Training Programs ◽  
Business Environment ◽  
Training And Development ◽  
Global Level ◽  
Value Addition

In the FMCG industry at global level, the business environment has changed with intense pressure on organizations, to become ‘Learning Organizations’  and stay ahead of their competitions by bringing innovation/reinvention in training and development strategy while emphasizing on planning, designing, implementing and evaluating the training programs. Carry out an analysis that the objective of training and development is to create learning organizations which ensure that employees through value addition can effectively perform their jobs, gain competitive advantage and seek self growth: this measurable performance resulting from good training and development, shall enhance organizational performance.  

scholarly journals An Assessment of the Effectiveness of e-learning in Corporate Training Programs

2002 ◽  
Vol 3 (1) ◽  
Author(s):  
Judith B. Strother
Keyword(s):  
Classroom Instruction ◽  
Training Programs ◽  
Corporate Training ◽  
Cost Effective ◽  
Traditional Classroom ◽  
Corporate Managers ◽  
Travel Costs ◽  
E Learning ◽  
Traditional Classroom Instruction ◽  
Time Away

<P class=abstract>Corporate managers are constantly looking for more cost-effective ways to deliver training to their employees. E-learning is less expensive than traditional classroom instruction. In addition, many expenses - booking training facilities, travel costs for employees or trainers, plus employee time away from the job - are greatly reduced. However, some firms that have spent large amounts of money on new e-learning efforts have not received the desired economic advantages. </P>

Self-assessment of Сompetencies as a Tool for Assessing the Effectiveness of Corporate Educational Programs

2021 ◽  
Vol 13 (4) ◽  
pp. 189-202
Author(s):  
M.M. Dmitrieva ◽  
S.V. Umnov ◽  
D.A. Podolsky
Keyword(s):  
Learning Outcomes ◽  
Training Programs ◽  
Corporate Training ◽  
Educational Programs ◽  
Assessment Method ◽  
The Self ◽  
Self Assessment ◽  
Assessment Of Learning ◽  
Before And After

The existing tools for assessing the effectiveness of educational programs differ in the degree of effectiveness, applicability, and costs. The self-assessment method, which involves the determination of the level of expression of various qualities by students of educational programs before and after graduation. The method of assessing students' own competencies has significant limitations associated with social desirability. Nevertheless, the article analyzes the possibilities of using this method to assess the effectiveness of corporate educational programs. The results of using the self-assessment method to assess the effectiveness of corporate educational programs conducted in large organizations are presented. The possibilities and limitations of using various kinds of criteria for evaluating themselves by listeners are substantiated. The conclusion is made about the possibility of using the self-assessment method in the case of the focus of educational programs on the development of meta-competencies of managers. The article provides data on the assessment of learning outcomes, discusses the potential reasons for the differences obtained in the framework of projects, as well as the possibilities and limitations of using the self-assessment method to assess the educational effect of corporate training programs.

The Relationship between Job Training and Job Satisfaction

2012 ◽  
pp. 197-206
Author(s):  
Steven W. Schmidt
Keyword(s):  
Job Satisfaction ◽  
Job Training ◽  
Training Programs ◽  
Training And Development ◽  
Workplace Training ◽  
Employee Behavior ◽  
Review Of Literature ◽  
Training Methodology ◽  
Training Satisfaction ◽  
The Relationship

As stand-alone concepts, job satisfaction and job training have each been researched extensively. However, encouraged by researchers who have found a myriad of effects of job training on employee behavior in the workplace, the concepts of job training and job satisfaction are being examined together. Results of many studies indicate that the effects of job training go beyond those that might be considered traditional, that is, the acquisition of knowledge, the improvement of skill, and the increasing of efficiency in the workplace. This review of literature looks at the relationship between job training and job satisfaction, and also examines the concept of job training satisfaction. It has been found that the research on the relationship between these two concepts can be categorized as follows: job training satisfaction as a measured construct, workplace and employee studies, training methodology studies, perception and meaning, and additional outcomes. Training and development practitioners must be aware of the relationship between job training and job satisfaction when planning and promoting workplace training programs.

New Life for Corporate Training

2010 ◽  
pp. 433-452
Author(s):  
David R. Dannenberg
Keyword(s):  
Second Life ◽  
Corporate Training ◽  
Communication Channels ◽  
Training And Development ◽  
Academic Community ◽  
Development Programs ◽  
Corporate Learning ◽  
Ideal Medium ◽  
Learning Programs ◽  
Rich Content

While the educational use of Second Life by the academic community is well established, the number of corporate training and development programs utilizing Second Life has yet to be fully determined. However, while the corporate training use of Second Life may not be as prolific as the academic use, it is occurring. To support this argument the author combines the use of ethnographic evaluation with a review of the existing literature surrounding the corporate use of Second Life. Presented within are what the author found to be the main advantages and hesitations that surround the corporate use of Second Life. The affordances of Second Life, the communication channels, the immersive self-directed building opportunities, and rich, content driven environments, are a unique mix that makes Second Life an ideal medium for developing corporate learning programs.

Launching Diversity-Intelligent Strategies in Organizations

2021 ◽  
pp. 1-38
Author(s):  
Claretha Hughes
Keyword(s):  
Career Development ◽  
Training Programs ◽  
Diversity Training ◽  
Training And Development ◽  
Legal Issues ◽  
Career Goals ◽  
Effective Change ◽  
Ethical And Legal Issues ◽  
Positive Experiences ◽  
Hrd Professionals

The purpose of this chapter is to provide diversity intelligent strategies that can be used by leaders to eliminate ineffective diversity efforts, enhance effective diversity efforts, and provide new diversity intelligent strategies in organizations. Integrating DQ alongside emotional, cultural, and intellectual intelligences in the workplace can strengthen the effectiveness of leaders' people management efforts. Most employees enter organizations with the expectation of having positive experiences with their leaders and achieving success towards their career goals. Yet, many are marginalized or limited in their opportunities for advancement for reasons of which they have no control. The eradication of ineffective training and development of diversity must occur for effective change to occur. Credible DQ, ethical and legal issues, and workforce inter-personnel diversity training programs must be launched by HRD professionals and organization leaders so that leaders are developed to provide employees with fair and just treatment and successful career development will ensue.

Emotional intelligence competencies in engineer’s effectiveness and engagement

2017 ◽  
Vol 22 (1) ◽  
pp. 70-86 ◽  
Author(s):  
Richard Boyatzis ◽  
Kylie Rochford ◽  
Kevin V. Cavanagh
Keyword(s):  
Social Intelligence ◽  
Explanatory Power ◽  
Corporate Training ◽  
Training And Development ◽  
Shared Vision ◽  
Mental Ability ◽  
Content Type ◽  
General Mental Ability ◽  
Source Data

Purpose Little research has explored the importance of interpersonal skills, and more specifically, emotional and social intelligence (ESI) competencies for an engineer’s effectiveness or engagement. Furthermore, to the knowledge, no studies have explored the explanatory power of ESI over and above general mental ability and personality for engineers. The paper aims to discuss these issues. Design/methodology/approach In this study the authors gathered multi-source data for 40 engineers in a multi-national manufacturing company. Findings The authors found that ESI as observed by their peers significantly predicted engineer effectiveness (ΔR2=0.313), while general mental ability (g) and personality did not. In the same study, an engineer’s engagement in their work was significantly predicted by the degree of shared vision within their teams, while g, personality and ESI did not predict engagement. Research limitations/implications The authors explore the implications of the findings for corporate training and development, undergraduate education, and graduate education of engineers. Originality/value The authors draw on 30 years of longitudinal studies showing ESI and quality of relationships can be significantly improved with the appropriate pedagogy emphasizing the building of one’s vision, developmental approaches to ESI, developing a shared vision with others, and inspirational coaching.

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