Employee engagement is not just HR's responsibility. While HR is responsible for the process of measuring and driving engagement, improving it is actually everyone's responsibility. And that means reducing the barriers to productivity to drive business performance. Training departments can play a pivotal role. Their job is to enhance curriculum or…

Can one learn to lead on the flying trapeze? That's the question prompted by the exotic variations on the theme of experiential learning. By taking employees or executives (or both) out of their work element and putting them through an experience together, training professionals try to create learning that is more meaningful than PowerPoint…

"TGIM" (Thank God, It's Monday) is phrase rarely heard from employees. But most organizations wish it were. Research continues to show that engaged employees are productive employees. And productive employees mean a bigger bottom line. The top three factors critical to employee engagement relate to recognition, career development, and the direct…

There is increasing evidence from generational researchers that the newest group of workers are a different breed. "Millennials,""Nexters," or "Generation Y" are reputed to be enthusiastic about learning, want meaningful work, and are used to working in teams. (JOW)

Defines the concept of statistical process control, a quality control method used especially in manufacturing. Generally, concept users set specific standard levels that must be met. Makes the point that although employees work directly with the method, management is responsible for its success within the plant. (CH)

Discusses empowerment, the process of coming to feel and behave as though one has power over significant aspect of one's life or work, as it relates to employee productivity, motivation, and behavior. (JOW)

The authors discuss how to train middle managers who do not exhibit any knowledge deficiencies, but who still need some form of development to put a sharp edge on their performance. They suggest that trainers use (1) self-reflective learning, (2) action learning, or (3) double-loop learning. (CH)

The author identifies a new population existing within the labor force, the "Growing number of people over 60 who are Retired, Active, Monied People in an Excellent State" (Grampies). He presents a profile of this population and discusses management issues concerning older, reentry employees. (CH)

Various elements of absenteeism are presented: costs to the employer, company policies that affect absenteeism, when absenteeism is high, and how the training officer can improve the situation (positive discipline, post-absence interview, and other strategies). (CT)

An atmosphere of antagonism exists between Baby Boomer bosses and Generation X employees. Much of the friction is due either to the way that the two groups were raised or to the economic future they face. To make the best of an uncertain economic future, it is essential that the groups try to understand each other. (JOW)

Gallup interviews with 1012 workers found that those on the receiving end of employer-sponsored training value it. Training makes a difference on the job and in they way they view their employer. Younger workers give training higher marks than do older workers. (JOW)

Dissatisfaction with managers is a major cause of employee turnover The Charles Schwab Corporation surveys employees annually and holds employee focus groups and online town meetings. The information is used for the coaching and training of department heads. (JOW)

Studies indicate that when opinions and attitudes are changed through training programs, the change is likely to disappear unless it is supported by an environmental change as well. (Author/LH)

Management and trainees often view training programs as threats to their security. Sometimes they are openly defensive, more often, silently resistive. Ways in which managers feel threatened when their employees are selected for training and reasons trainees may resist training are discussed. Methods for coping with resistance are described.…

Context shifting is an approach to training that aims to transform the participants' point of view, allowing them to create a new context in which to perform their jobs, a new way of defining their roles that motivates them to exhibit skills and use information. (SK)