According to a recent American Society for Training and Development (ASTD) survey, only 6% of the total training budget is spent on improving the skills of sales teams. Given the importance of sales to an organization, many companies are missing a tremendous opportunity to share best practices exhibited by top performers.
Featured in CIO Magazine, this article seeks to stress the significance of proper ERP training by detailing the top ten ways in which poor training can negatively impact a company’s ERP implementation and business as a whole.
Those of us in the training field understand that showing clear metrics not only justifies the investment behind the learning programs, but also makes it easier to secure funding for future performance improvement initiatives. Helping executives understand the true impact a training solution has on key business achievements helps to build leadership support for future projects.
Building a learning and performance strategy is critical to achieving business objectives. It acts as a blueprint for the future state of the training organization while defining how training will align with the organization’s operational goals. It focuses on a road map for staff-wide performance improvement and builds an infrastructure to support changes.
As training vendors and software producers race to figure out whether the software delivered last year is really able to meet the needs of dynamic training organizations, little will be said about a new direction in training simulation. In fact, little literature exists about simulation within the corporate environment, causing many training organizations to wade into the unknown waters of simulation-based learning rather unprepared. To make those waters a little less mysterious, I’d like to discuss the concept of simulation-based learning and provide some guidelines for development.