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Training – Page 238 – Proactive Training
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Training

Service in the Digital Age

We work so hard to make sure we manage our first impressions in person. We focus on our smiles, making connections, acknowledging loyalty, and all of those great things, but why does all of that get left behind with online service? Article Author:  Kevin James Saunders, Trainer, Oculus Training Earlier this winter, prior to the […]

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Business Education for Future Middle Managers (Part 2)

Experiential learning helps managers hone early working skills, but it cannot necessarily address challenges such as demolition, downsizing, workplace trauma, and a professional view of oneself. Business-experienced professors can help ensure middle managers gain such knowledge. Article Author:  Quentin R. Skrabec Ph.D. The curriculum debate for middle managers today centers around experiential learning versus in-seat

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Don’t Let Poor Assessments Bruise Your Bottom Line

Poor assessments can lead to inaccurate employee data, which can have far-ranging consequences for organizations. Article Author:  John Kleeman, Executive Director and Founder, Questionmark Organizations spend considerable amounts of time and money on assessment tools to help attract, train, select, promote, and develop their employees. And rightly so, because proper training and assessments offer companies

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Training Top 125 Best Practice: ISHAPED Patient Handoff Tool Training at Nebraska Medicine

The tool focuses on making bedside shift reports more patient- and family-centered while ensuring key patient care information is passed from the nurse completing his or her shift to the nurse coming onto his or her shift. Article Author:  Edited by Lorri Freifeld All of Nebraska Medicine’s inpatient nursing units (approximately 4,000 colleagues or nearly

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The Risks and Benefits of “Heat” at Work

“Heat experiences” are high-stress, high-stakes situations that afford massive learning potential. Heat emerges when an organization is moving in a new strategic direction or grappling with disruptive change—like today’s Coronavirus—and the skills, systems, and culture are not aligned. Article Author:  Chris Watz, Faculty Member, Center for Creative Leadership I’ll never forget my first global assignment,

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Not Leader Development—Leadership-as-Practice Development

Leadership-as-Practice Development does not focus on training just the managers; it applies to everyone associated with the practice or project in question. There is attention to their relationship(s), their materials, and the specifics of the context in which they are working. Article Author:  Joe Raelin, Principal, Leaderful Consultancy; Donald Gordon Visiting Professor of Leadership at

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Leverage Learning to Reduce Turnover Risk

Companies having success with mitigating turnover have a different approach to learning overall. They are far more likely to include feedback from learners and more likely to align strategy with learner objectives. Article Author:  David Wentworth, Principal Learning Analyst, Brandon Hall Group Organizations in industries with higher-than-average turnover rates face a constant battle: How can

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