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BREAKING THE TECHNICAL TRAINING ENIGMA

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The author once worked on a technical training course for a product line that had more than 315 different abbreviations associated with it. At first she didn't believe there could be that many -- until she sat down one day and counted all 13 pages of them. It is not uncommon for technical topics to have language of their own; in fact, this is part of what makes technical training development so special. Technical training is not easily classified. Whereas nontechnical content often can apply across the board, technical content is specialized to each topic. Although difficult to maneuver, technical training can be achieved. Here are a few tips that can help ease you along the way: 1. Find the right people. 2. Gain a broad perspective. 3. Make it interactive. 4. Make sure it has a point. 5. Keep up-to-date with changes in the business.
MYTHS AND TRUTHS ABOUT SOFT SKILLS

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The learning and development (L&D) function has undergone a tremendous change in the 21st century. Gone are the days where all sectors underscore technical skills alone. Currently there is a change in the mindset of companies to highlight both hard skills and soft skills. However, there are several myths associated with soft skills. For L&D staff to perform effectively in the workplace, they must know the truths about soft skills. The mere acquisition of hard skills alone is not sufficient for employees to survive in the corporate world. In fact, what is needed is the perfect blend of both hard and soft skills to excel as successful professionals. It's important to know the differentiations between the two types of skills, as well as bust the myths about soft skills. The 12 myths about soft skills that are running around in the minds of professionals is presented.
THE EVOLVING WORKPLACE: NEW (AND RE-EMERGING) TRENDS

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Some fundamental shifts are occurring in the workplace. Though it appears that little has changed -- as employees who haven't yet been laid off hunker down, try not to get noticed, and wait things out -- in fact, the workplace continues to evolve. Shifts are happening below what is visible on the surface. New trends are emerging and some old ones are coming back, too. The following nine trends are among those emerging or returning in 2012: 1. An expanded definition of what it means to be a leader. 2. Work becomes a conscious form of personal self-expression. 3. Resources are expended to develop a sustainable culture. 4. A return to a focus on diversity. 5. Women are more heavily recruited for corporate board roles. 6. It's about who you know. 7. A bigger focus on the work and the team. 8. The talent war is back. 9. Partnerships with higher education.
13 PRACTICAL TIPS for Training in Other Countries

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Growing global opportunities have prompted many workplace learning and development professionals to seek out cross-cultural training opportunities in other countries. While many businesspeople know enough to explore the niceties of business etiquette before entering a new culture, fewer people have developed sufficient cultural intelligence to be sensitive to more profound issues when they embark on efforts to enter, and conduct training in, other countries. Learning professionals should be cautious when embarking on cross-cultural assignments. Drawing on research and my experiences, here are 13 practical tips for training in cross-cultural settings. Cultural sensitivity is important, as is realizing that human beings are more alike than they are different. When first working cross-culturally, people are usually tempted to notice cultural differences first. While modes of dress and beliefs about religion may differ, people are pretty much alike in what they want. It is wrong to regard people through the narrow lenses of one's own values and cultural views about what is right and wrong, if you question people from other cultures about why they believe or behave as they do, you will find out that their beliefs make perfect sense in the contexts in which they live. [PUBLICATION ABSTRACT]
GLOBAL LEADERSHIP: Begins With Learning Professionals

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Ourworld is increasingly volatile, uncertain, and complex. This changing context is discussed at length in books by Bob Johansen [Leaders Make the Future], Adrian Done [Global Trends], and others. Population growth, urbanization, and the increasingly diverse mixture of old and young workers will continue to transform the global workforce. In The 2020 Workplace, Jeanne Meister and Karie Willyerd describe additional forces that are shaping the workplace-including mobile technology and social Learning. People around the world are now bound together by our interconnectedness as well as economic uncertainty. People everywhere are asking what it takes to be an effective global leader. With all the shifts happening in the world and in our workforce, we need new types of global Leaders to help organizations navigate complexity and change. Those of us who are managing learning functions must help leaders perform tasks that are required today, yet equip people to cope with ambiguity and perform what will be needed tomorrow. We need to collaborate with other disciplines to create leadership models and training tools that will equip global leaders to master new challenges. We also need to step up as global leaders ourselves. [PUBLICATION ABSTRACT]
Career Development Conversations: Overcoming Common Myths

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Study after study confirms that best-in-class managers share one quality: They make career development a priority. Career development is nothing more than helping others to grow. It doesn't occur through meticulous documentation, but rather through the human act of conversation. Careers are developed one conversation at a time, over time. Through the years, managers have created and continue to propagate several myths by sharing oral history and spinning lore. These myths keep them from conducting the career conversations that their employees want: 1. There simply is not enough time. 2. If I don't talk about it, they may not think about it, and the status quo will be safe. 3. Employees need to own their careers; it's not my job. If you're like most managers, at least a few of these myths ring true and undermine your ability to help others grow. The first step is to recognize this reality. The next step is to remobilize your efforts.
Quiet Time

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Susan Cain, the author of Quiet: The Power of Introverts in a World That Can't Stop Talking, writes about people whose tendency toward solitary activity and quiet reflection marks them as having a second-class personality trait, somewhere between a disappointment and a pathology. If that sounds like a description of a trainer, it should. Many presenters fall on the extroversion side of the Myers-Briggs I/E scale. A disproportionately high number of very creative people are introverts. Their ability to sit still and think quietly helps introverts to earn better grades in high school and college than extroverts, and individuals working alone are usually more productive than groups. But schools and workplaces make it difficult for people to find time and space for quiet reflection. Ubiquitous communication gadgets and pressure to multitask only compound the struggle to remove oneself from the information stream to think and reflect.
Workers View Tuition Benefits as a Career Booster

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Although employees view tuition benefits as a way to advance their career and personal goals, organizations can use this employee self-interest to their strategic advantage, says Caroline Molina-Ray, executive director of research and publications for the Apollo Research Institute, which conducts research to demonstrate the value of education. Unlike other benefits such as dental coverage, tuition benefits can directly increase worker skills, knowledge, and promotability, says Molina-Ray. As employers struggle to find qualified job applicants amid a national skills shortage, investing in worker education is one of the smartest strategic choices companies can make.
Retail Engagement Rut

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Half of all retail employees aren't enthusiastic about their jobs, according to Kenexa High Performance Institute's The World of Retail: A 2012 WorkTrends Report -- How Employee Engagement Can Help the Registers Ring. The engagement index score for retail employees in 2011 was 51%, relegating the retail industry to the bottom of the employee engagement list when compared with manufacturing, healthcare, financial services, and government. This low rate reflects the economic realities of the past several years, including industry reports of poor compensation and benefits and a perception that organizations do not care about employees.
Recognition Programs Pulse Check

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A global leader in serving libraries of all types, ProQuest LLC (“ProQuest”) supports the breadth of the information community with innovative discovery solutions that power the business of books and the best in research experience. More than a content provider or aggregator, ProQuest is an information partner, creating indispensable research solutions that connect people and information. Through innovative, user-centered discovery technology, ProQuest offers billions of pages of global content that includes historical newspapers, dissertations, and uniquely relevant resources for researchers of any age and sophistication—including content not likely to be digitized by others.
Four Ways to Use Stories to Energize Your Training

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A global leader in serving libraries of all types, ProQuest LLC (“ProQuest”) supports the breadth of the information community with innovative discovery solutions that power the business of books and the best in research experience. More than a content provider or aggregator, ProQuest is an information partner, creating indispensable research solutions that connect people and information. Through innovative, user-centered discovery technology, ProQuest offers billions of pages of global content that includes historical newspapers, dissertations, and uniquely relevant resources for researchers of any age and sophistication—including content not likely to be digitized by others.
In the Clouds

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A global leader in serving libraries of all types, ProQuest LLC (“ProQuest”) supports the breadth of the information community with innovative discovery solutions that power the business of books and the best in research experience. More than a content provider or aggregator, ProQuest is an information partner, creating indispensable research solutions that connect people and information. Through innovative, user-centered discovery technology, ProQuest offers billions of pages of global content that includes historical newspapers, dissertations, and uniquely relevant resources for researchers of any age and sophistication—including content not likely to be digitized by others.
Seeking Instructional Designers to Make a Difference for Children

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A global leader in serving libraries of all types, ProQuest LLC (“ProQuest”) supports the breadth of the information community with innovative discovery solutions that power the business of books and the best in research experience. More than a content provider or aggregator, ProQuest is an information partner, creating indispensable research solutions that connect people and information. Through innovative, user-centered discovery technology, ProQuest offers billions of pages of global content that includes historical newspapers, dissertations, and uniquely relevant resources for researchers of any age and sophistication—including content not likely to be digitized by others.
Arrested for an Outstanding Warrant ... and Other Memorable Interview Moments

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A job search in today's market is difficult enough without applicants committing egregious blunders during the interview phase. In a recent CareerBuilder survey conducted by Harris Interactive, more than 3,000 employers, hiring managers, and human resource managers in the US rated the biggest mistakes candidates commonly make during interviews. The most consistent mishaps include answering a cell phone or texting (77%), appearing disinterested (75%), dressing inappropriately (72%), appearing arrogant (72%), talking negatively about current or previous employers (67%), and chewing gum (63%).
Will Work for Manufacturing Skills

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A recent Washington Post article reports that the manufacturing workforce shrank by a third of its size during the past decade, with a loss of nearly 4 million jobs. Some economists believe this decline is due to rapid growth in manufacturing productivity during the past 50 years, while others claim US factories failed to hold their own amid global competition and rising imports. Many manufacturing employers have a different outlook, however. They see a need not to "bring the jobs back," but rather, to find the workers with the necessary skills to fill open positions. According to the Washington Post article, automation has transformed factories and altered the skills needed to successfully operate and maintain equipment.