Measurement

The e-learning euphoria is over. Gone are the days of extended budgets and expanded investment in virtual classrooms and interactive training without clear business objectives or returns. And that’s the way it should be. If you’re spending on e-learning,

This article elaborates on a model published by Rick Crowley of Cisco Systems in 2002 and offers an overview of the components of an e-learning infrastructure. From a technology-planning standpoint, an e-learning architecture may be categorized into three

It all used to be so simple. When I stood up in front of my first training classroom in 1986, I had a responsibility to one group of people: to be sure my students knew how to add, format and print numbers in a spreadsheet by 4 p.m. that day. I knew where

While companies routinely measure success rates for new products, trade promotion effectiveness and customer retention, many firms avoid using similar quantitative and qualitative measures to evaluate the return on their learning investment. The reason is

I vividly remember the meeting. It was back in the late 1980s. My fellow instructional team members and I were sitting in a conference room after a long day in the classrooms of our local training center, listening to our sales manager give us tips on how

Eaton Corp. is a diversified international manufacturer that had sales in 2002 of $7.2 billion. Eaton University is responsible for the training and development needs of the corporation’s 51,000 employees, in more than 50 countries. To handle the needs of