Corporate Learning

Research shows that this formal training, including “refresher” training, contributes to only 20 percent of learning at best. The remaining 80 percent of learning is achieved through “informal,” methods and is totally dependent on the individual, the opportunities that come his or her way, and how fast he or she grasps that 80 percent. This time-consuming process makes it difficult for organizations to acquire new hires and more difficult for less experienced resources to acquire organizational knowledge. This gap is one of the key areas that corporations need to focus on. Full Article »

HR Today speaks with Dr. Laurie Bassi, discussing a powerful argument that senior-level training executives could use to persuade other senior managers to invest more in training. Full Podcast »

Whenever the subject of measuring learning comes up in discussions, particularly within corporate circles, the conversation inevitably moves to the Kirkpatrick Four Levels model. From there it often migrates to the question of establishing the Return on Investment (ROI) of training and attempts at using models designed for business finance to attribute the success of the training program in question to the success of the corporation. The fact that such attempts negate other environmental variables for the corporation’s success and minimizes or sometimes even totally ignores the efforts of marketing, sales, supply chain, etc. is never brought into the discussion. Full Column »