Global consulting firm Mercer has turned to a learning platform to better manage workforce performance, deliver employee development programs and capture knowledge worldwide.

By Drew Darnbrough, Chief Learning Officer magazine, June 2008

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The Marine Corps is known as the “shoestring service” because of its ability to do a lot with a little. And now the organization is using virtual learning to help Marines figure out how to operate and repair weapons and save money while doing it.

By Gabe Batstone, Chief Learning Officer magazine, May 2008

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Problem: Gaming technologies are capturing the imagination of training managers just as they always have the "Nintendo generation" now entering the workforce. But how does one determine if game-based learning is appropriate for their organization, and whether it’s worth the formidable expense?

Solution: Start with a basic understanding of how games are designed, and at what cost. Then learn to appreciate their limited role in the learning tool box. Here are some tips from game designers at Digitalmill and Cisco Systems.

By Paul Harris, Learning Circuits, February 2008

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Pratt & Whitney Canada merges e-learning with traditional classroom delivery to satisfy surge in training demand.

A Pratt & Whitney Canada Case Study

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Can you learn from a video game? Can a learning game really be fun? With the advent of what many call the Gamer Generation, these questions merit careful consideration. All good games (video or otherwise) have an element of learning, and with newer, more complex video and computer games, the learning is quite extensive. While most popular video games today may not prepare you for the skills needed to succeed in the real business world, that time may not be far off. In its first few years of building learning games, Cisco® has had some exciting results, the best of which coming from its Cisco Binary Game. Currently, the game had been accessed by more than 180,000 players in over 125 countries. Not bad for a game whose sole purpose is to teach the binary system!

A Learning Circuits Case Study

In today's "always on, always available" world where businesses can't stop and downtime is measured in dollars, American Power Conversion (APC-MGE) provides protection against some of the leading causes of downtime, data loss, and hardware damage: power problems and temperature. Founded in 1981, APC is a global leader in network-critical physical infrastructure (NCPI) solutions, setting the standard in its industry for quality, innovation, and support. Its comprehensive solutions, which are designed for both home and corporate environments, improve the manageability, availability, and performance of sensitive electronic, network, communications, and industrial equipment of all sizes.

A Global Knowledge Case Study, 2007

Founded in 1949, Automatic Data Processing Inc. (ADP) is the original outsourcer. Today, more than 600,000 companies worldwide outsource their payroll operations to ADP, as well as many other business functions, including human resources, 401(k) retirement services, and expense management. The company’s Major Accounts Services group has made a commitment to client training, believing that efficient and effective training of customers in the use of ADP products and services is critical to the company’s success. Educated clients are more likely to use the company’s offerings successfully, stay with ADP longer, and become excellent references.

By Cushing Anderson, IDC Program Director, Learning Services Division, August 2006

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In 2001, Eastman began investigating the use of TEDS Roles, Tasks, and Competencies for the automation of its Health, Safety, Environmental and Security (HSES) requirements training for the 7,000-plus employees at its Kingsport site, one of five Eastman locations in the U.S. Specifically, Eastman’s Tennessee Operations was asked to introduce and integrate the management of required HSES training with its existing TEDS learning management system. Prior to the initiative, Kingsport departments and divisions managed many of their own HSES training programs under the belief that the specialized nature of different operations prevented the use of common, site-wide HSES training roles. While good training programs were in place, there was a desire to improve training administration.

- A TEDS, Inc. Case Study, March 2006

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Learning content management can be a tricky challenge for training organizations as the structure and processes are not as clearly defined as those in training administration (usually handled by the LMS).

- A Bersin & Associates Case Study, November 2005

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Air Products encountered a well-known and fairly typical concern when exploring the expansion of its leadership and management programs: the current format simply wasn’t scalable. Although the existing leadership education program was strong, it reached only a small portion of the more than 1,500 managers across the company.

- A Bersin & Associates Case Study, September 2005

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Initially, the company used its Partner Relationship Management (PRM) system to manage its external training. The system provided some functionality for launching and tracking learning programs, but was not designed for sophisticated training curricula.

- A Bersin & Associates Case Study, July 2005

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Hewlett-Packard wanted to take advantage of an opportunity to meet the growing needs of many customers for virtual technology training. It had to quickly launch a program that would build effective, remotely delivered courses with experiential learning built in while changing as little as possible in existing ILT courseware.

- A Learning Circuits Case Study, June 2005

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The financial professionals who staff each Countrywide office must remain knowledgeable about the company’s many products and processes. Consequently, the division has always invested heavily in employee training.

- A WebEx Case Study, June 2005

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