<?xml version="1.0" encoding="ISO-8859-1" ?>
<rss version="2.0">
    <channel>
        <title>Corporate Learning: Thought Leadership</title>
        <link>http://www.corporatelearning.com/index.php</link>
        <description>The latest resources and research on corporate learning from Bellevue University.</description>
        <language>English</language>
        <copyright>(c) 2013, Bellevue Unversity. All rights reserved.</copyright>
        <ttl>5</ttl>        <item>
            <title>Veteran Talent - Creating a Roadmap for Business Success</title>
            <link>http://www.corporatelearning.com/index.php?id=66</link>
            <description><![CDATA[Veterans bring immediate benefits to the workplace due to their technology experience, leadership skills, strength in teams, and adaptability.<br /><br />
This presentation will show organizations the importance of cultivating this talent pool, and how to maximize the skills Veterans bring to business.]]></description>
            <pubDate>Thu, 11 Apr 2013</pubDate>
        </item>        <item>
            <title>Maximizing Results through a Diverse and Inclusive Workforce</title>
            <link>http://www.corporatelearning.com/index.php?id=67</link>
            <description><![CDATA[As our organizations become more globalized, we need to create an inclusive environment to achieve positive organizational results, employee retention, and customer satisfaction. This presentation teaches you to:
<ul>
    <li>Define diversity</li>
    <li>Create an inclusive work environment</li>
    <li>Build success metrics to measure contributions to ROI</li>
</ul>]]></description>
            <pubDate>Thu, 11 Apr 2013</pubDate>
        </item>        <item>
            <title>The Post-Conventional Learning Leader</title>
            <link>http://www.corporatelearning.com/index.php?id=64</link>
            <description><![CDATA[Unlike older theories, where development was believed to end when one reached adulthood, research has since revealed that adults continue to develop - in fact, even go through "stages" of continued development. It is through understanding these stages - and how they might apply to adult learning - that learners and learning professionals alike may further refine their efforts to develop employees in the workplace and elsewhere to achieve maximum impact.
<ul>
    <li>Learn about adult ego development by stage.</li>
    <li>Apply these concepts to career and learning experience development.</li>
</ul>]]></description>
            <pubDate>Thu, 12 Apr 2012</pubDate>
        </item>        <item>
            <title>Taking Your Learning Culture to the Next Level</title>
            <link>http://www.corporatelearning.com/index.php?id=65</link>
            <description><![CDATA[To increase business impact, organizations have partnered with universities to bring higher education to the workplace. Learn more about how ACI Worldwide developed ACI University (ACIU), an online education program that offers employees the opportunity to gain product and technical education, as well as global learning and access to higher education that helps them obtain the skills necessary for new roles emerging at ACI. Learn from ACIU champions how to:
<ul>
    <li>Examine business needs and the impact of learning initiatives.</li>
    <li>Develop strategic, customized online learning programs that align with business needs.</li>
    <li>Leverage learning resources by mapping to corporate competencies.</li>
</ul>]]></description>
            <pubDate>Thu, 12 Apr 2012</pubDate>
        </item>        <item>
            <title>Using Change Management and Measurement to Make an Impact</title>
            <link>http://www.corporatelearning.com/index.php?id=63</link>
            <description><![CDATA[Organizations today are challenged with driving results in every area, across functions, business units, and geography. Learning leaders must align interventions with corporate objectives, lead necessary change initiatives, and make impactful decisions based on data-driven input to leverage their most important asset - their people.]]></description>
            <pubDate>Tue, 29 Nov 2011</pubDate>
        </item>        <item>
            <title>A Story About Social Learning</title>
            <link>http://www.corporatelearning.com/index.php?id=62</link>
            <description><![CDATA[Since July 2010, Bellevue University has maintained an influential and successful social learning strategy, known as KnowledgeCaf&eacute;. This social initiative has face many tactical challenges, and is ever-evolving as today's online social environment continues to shift. Many lessons and insights have been gained throughout the life of KnowledgeCaf&eacute, but there are a few outstanding takeaways when it comes to social learning: There must be a champion to make and execute major decisions, the organization must be aligned through broad-based involvement in design and deployment, and sometimes, it's most efficient to build a social system from an existing model that works, instead of from the ground up. While KnowledgeCaf&eacute; and its supportive team have certainly faced a fair share of tribulations, every challenge reveals itself as a lesson ultimately contributing to the development of the knowledge management system.]]></description>
            <pubDate>Thu, 17 Nov 2011</pubDate>
        </item>        <item>
            <title>Driving Business Decisions</title>
            <link>http://www.corporatelearning.com/index.php?id=61</link>
            <description><![CDATA[Business decisions provide the opportunity to create future value from current human capital investments. That's why it's important for business leaders to identify Key Performance Indicators (KPIs) in employees, and analyze strengths and weaknesses so the best decisions can be made today. This presentation explores case studies from ConAgra, Mutual of Omaha, Chrysler and large healthcare organizations, as relevant KPIs are studied to optimize future initiatives. Learn about the fundamentals of business decisions, including key stakeholders, data challenges, and presentation of results.]]></description>
            <pubDate>Fri, 04 Nov 2011</pubDate>
        </item>        <item>
            <title>It's About Culture</title>
            <link>http://www.corporatelearning.com/index.php?id=60</link>
            <description><![CDATA[Investment decision-making in human capital has implications for individuals, our organizations, and our nation. However, CFOs are divided into two camps relative to this: those who don’t need to see the bottom-line data because they believe in the benefit of learning; and those who won't change their belief that learning does not add value regardless of what the data show. What is becoming obvious is that neither the learning nor finance professions have the knowledge and experience to separate the influence of their preconceived notions of learning and how it affects the bottom line.]]></description>
            <pubDate>Fri, 09 Sep 2011</pubDate>
        </item>        <item>
            <title>A Broken Record</title>
            <link>http://www.corporatelearning.com/index.php?id=59</link>
            <description><![CDATA[In corporate learning, we are constantly trying to define the best metrics to not only prove our value, but to show the impact our work has on strategic business variables. That being said, many learning leaders still keep saying, "My CEO doesn't care about measurement." A recent survey illustrates just how wrong this broken record is. Learn what the CEO really wants and how to assemble a team to help you provide it.]]></description>
            <pubDate>Fri, 29 Jul 2011</pubDate>
        </item>        <item>
            <title>Driving Collaboration through Social Media</title>
            <link>http://www.corporatelearning.com/index.php?id=58</link>
            <description><![CDATA[As we continue to move toward a knowledge-based economy, it is becoming clearer that human capital is becoming the one true competitive advantage. Within the people of an organization resides unique knowledge that cannot be replicated. Knowledge, both tacit and explicit, is a resource that can impact the effectiveness of a business. The management of that knowledge is crucial in setting oneself apart from one's competitors. To address this problem, knowledge management strategies need to be developed to allow an organization to capture, store, and retrieve knowledge.]]></description>
            <pubDate>Tue, 05 Jul 2011</pubDate>
        </item>    </channel>
</rss>