Any organization with a comprehensive training program has a leadership development curriculum. These programs include everything from conventional classroom learning with guest speakers to high-tech simulations and lavish retreats. There also may be mentorship thrown in, as well as multiple job rotations. Despite the well-rounded curricula, many…

Innovation has been part of The Economical Insurance Group (TEIG) throughout its 140-year history--its first insurance policy was written on a barn in Berlin, Ontario. Today, the company continues to pursue innovation through its leaders, utilizing a variety of programs to develop the talent needed to guide the 2,500-employee organization through…

In this article, "Training" editors recognize innovative and successful learning and development programs and practices submitted in the 2012 Training Top 125 application. Best practices: (1) Edward Jones: Practice Makes Perfect (sales training); (2) Grant Thornton LLP: Senior Manager Development Program (SMDP); (3) MetLife, Inc.: Top Advisor…

According to "Training" magazine's annual Salary Survey of 867 readers, training salaries took a big hit in 2009-2010, plunging an average of $2,334. The average increase in salary in the last 12 months (not including a promotion or change of employer) continued to nosedive, coming in at 2.43 percent in 2009-2010 vs. 3.08 the year before.…

Most companies need a steady stream of talent to enter, then move up in, the organization. But at most companies, the care and feeding of that talent stream is often a bit fragmented; recruitment is largely an HR function, while succession planning--to the extent there is any--is left in the hands of executive leadership. Development of the…

The revolving-door CEO is becoming a fixture of American companies, and is likely to remain so for some time. With executive tenure at a mere 2.5 years and a CEO turnover rate that increased 11 percent last year, newly hired executives must hit the ground running if they hope to be effective before moving on to their next jobs. Helping them adjust…

Training can be the most important benefit included in the purchase of a franchise. Several of these training programs used by franchise sellers (Castro Convertibles, Roto-Rooter, H and R Block, Dunhill Personnel Systems Inc., Carvel, Holiday Inns, Sheraton Inns Inc., McDonald's) are discussed. (Author/BP)

Twelve training experts discuss their views on the efficacy of sales training in relation to organizational budget and sales success. (WL)

Discusses the unique training problems of Witan Associates Limited, a company with Japanese and American employees. Their three-part training program is described: (1) contact with the training company, (2) two-day classroom seminar for all staff, and (3) corporate and departmental meetings. Results of the program are discussed. (CT)

In the face of a culturally changing work force, there is a need to retrain managers to supervise, develop, and retain workers from different cultural backgrounds. Retraining should include information on (1) stereotypes and assumptions, (2) unwritten rules, (3) membership, and (4) cultural differences. (CH)

The problems of meeting diverse needs, keeping training relevant, maintaining quality, minimizing administrative loads of course leaders, and keeping costs reasonable are discussed in this article dealing with the General Electric (GE) formen/supervisor program (FSP). Evaluation criteria for FSP course leaders and instructional modules are…

The author discusses the need to select, assign, train, and develop people on the basis of the life stages in which they find themselves, holding that management development should take into account the psychology of leadership. (LAS)

The report on a U. S. Civil Service Commission study of disincentives to effective training offers a summary of the disincentives process, a training climate check list, and practical suggestions for minimizing impediments. (MW)

Training managers discuss aspects of their job that must be learned on the job, rather than in training. Examines the value of line managers, the goals of the training director, the responsibility for management education, and the ideal training department. Examples are presented from various companies. (CT)