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Keeping ‘Learning’ in E-Learning
Many learning executives have mixed feelings about e-learning. By understanding how e-learning can go wrong, CLOs can ensure they design and build—or buy—the most effective learning solutions.
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E-Learning Development at the Speed of Business
E-learning can deliver rapid time-to-market of new knowledge and skills and can be a key to successful, quick response to new realities. However, existing e-learning development business models have proven […]
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Unleash Your Organization’s Hidden Potential: Diversity
Customer satisfaction and employee retention directly reflect the culture of an organization. If learning executives do not seek to improve performance through a focus on diversity, the business may be challenged.
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Teachers Teaching Teachers Online
E-learning and its various technologically advanced bells and whistles are part and parcel of today’s academic and corporate learning environments. Traditionally, the teacher-learner relationship is measurably enhanced by interactive face time and just-in
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E-Mail: Technological Breakthrough or Productivity Drain?
There’s a new kind of corporate battle raging in offices around the globe that has nothing to do with takeovers, mergers or acquisitions. It’s called an e-mail war. A recent survey by Novations concluded that less than 30 percent of all e-mail sent actual
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Graybar: Using Learning to Beat the Competition
Graybar Electric Company has a very specific learning philosophy: Create a lifelong learning environment where employees can develop and master the skills to provide the best services for the company, its customers and its suppliers.
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Hilton International: Creating a Global Service Culture
Hilton International launched a corporate university to support workforce development around the world. By transitioning from classroom to e-learning, Hilton helps diverse employees achieve great things.
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Cross-Selling: Serve Well, Then Sell
As consumers spend more money and spend it more often, they also expect higher levels of customer service. It is hard to think of a purchase for which service is not a central component, if not the entire source of value. Whether making a purchase in a de











