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In this issue:

1. Training the Class of 2007
2. Writing a Business Case
3. White Paper: Best Practices for Implementing e-Learning
4. Course Review: Managing Conflict, Stress, and Time
5. Business Training Library Adds 200+ Online Courses to e-Learning Catalogs



1. Training the Class of 2007
Provided in partnership with SkillSoft, PLC

Graduation under their belts, and their collegiate days behind them, the class of 2007 has entered the workforce. The learning styles and habits of this generation have been strongly affected by a number of factors, including their vast experience using technology, their constant bombardment by rich, multimedia content, and the seemingly effortless way in which they multitask while using a diverse range of digital media. As a result, in order to build the necessary foundation in job skill proficiency, while successfully cultivating the leaders of tomorrow, Business Training Library recommends that businesses provide the Class of 2007 with learning experiences that are:

1. "Multiple-media"-driven - Because the Class of 2007 grew up with televisions, computers, video games, DVDs and personal music devices, their brains are wired to receive visual and audio stimulation, often coming from multiple sources simultaneously. Raised on the sophisticated programming techniques of television and video games, they have high expectations for all forms of communication and expect highly produced, entertaining experiences. While not all training can or should be created with entertainment value as a primary objective, it is a good practice to intersperse multimedia learning and training resources that incorporate graphics, audio and video in addition to standard text.
   
   
2. Interactive - Recent graduates entering the workforce expect interactivity as part of their learning experiences, whether it takes place in the classroom or online. As a result, static PowerPoint presentations, packets of handouts and lectures no longer are the best way to deliver information/learning. Companies that want to engage their young employees should supplement static training with simulations and other forms of learning that require active participation. Multi-path gaming techniques, for instance, put learners in control, enabling them to freely navigate a simulated workplace (complete with virtual colleagues, ringing telephones and documents on the desktop) to analyze and solve business problems. Virtual classroom sessions can also be used to bring together groups of learners to interact and discuss topics that have been covered in online self-study.
   
   
3. On-Demand - At their peak while multitasking, this generation doesn't have the interest or attention span to sit through an entire course from beginning to end. Instead, they prefer to learn by consuming small, digestible bits of information - a section of an e-learning course, a specific chapter within a reference work or a two- to three- minute video. Organizations can cater to their comfort by making these various learning assets available on-demand. Supported by strong search functionality, employees can easily pinpoint exactly the information they need, precisely at the moment they need it.
   
   
4. Integrated - While classroom training will always have a role in professional development, learning, for the most part, should not be a discrete event that removes employees from the workplace. Rather, organizations should bring learning to the learners, making it an inherent part of the workday that is easily accessible via the corporate intranet or portal. This affords employees the flexibility to pick and choose, cafeteria style, the exact combination of information resources they need for the work at hand, ensuring greater retention, productivity and improved performance.
   
   
5. Mobile - Constantly on the go, this generation is reliant upon portable devices like cell phones, Blackberry(R) and Treo(R) to do everything from making phone calls and checking email to browsing the internet and playing games. Organizations can take advantage of the growing ubiquity of portable devices to make learning assets that were traditionally only available at the office accessible to workers, regardless of their location, so that they can capitalize on downtime to develop new competencies or hone existing skills. In addition, podcasts provide another effective mechanism for learning on the go, as information on business issues, trends and initiatives can be downloaded to laptops, iPods and other MP3 players for quick, easy consumption.

See how Business Training Library's extensive catalogs of multiple-media training and development courses can provide your next generation of employees with an interactive, mobile learning experience! Contact one of our experienced training consultants today for a free demo, at 888.432.3077, ext. 234.



2. Writing a Business Case

Which would you rather do: prepare a business case for your latest project or go to the dentist? Given the choice, many of us would tend to choose the latter. Whether you want to invest in product development or reinvent your business processes with new marketing channels, it is now more important than ever to have a business case that is carefully planned, written, and presented, especially when you consider that corporate investments are being subjected to increased scrutiny. Writing a good business case will help you justify resource allocation to key decision makers and secure funding for your project. Otherwise, you may be eaten alive by the competition!

A business case is a document that defines your project and its goals. It helps you allocate resources, make provisions for unforeseen obstacles, and facilitate good decision making. The basic components in a business case include a current and pro forma balance sheet, an income statement, and a cash flow analysis.

A business case should answer some important questions about your proposed project: 

• Why is the proposed solution needed, and what issues and opportunities does it address?
• What is the recommended solution to the issue or opportunity being addressed? 
• What are the benefits of the proposed solution? 
• What will happen to the business if the project is not undertaken? 
• When will the solution be deployed? 
• What human, financial, and time resources will be needed to deliver the solution?

A good business case must contain certain elements:

The background outlines the business problem or opportunity that exists.

The executive summary is a short summary of the entire business case. It is presented first, but is usually written last.

The situational assessment and problem statement section contains detailed information about the problems or opportunities facing the organization.

The project description contains detailed information about the project. It should contain a description and scope for the project, as well as the project objectives.

The solution description details the solution you are proposing to deal with the issues and opportunities detailed in the situational assessment. The solution description should give the concept overview, solution detail, sub-project structure, and solution alternatives.

The cost and benefit analysis gives a detailed analysis of the costs and benefits of implementing the proposed solution.

The implementation timeline shows the projected schedule for implementing the solution, and assures management that your team has thought about and accommodated any issues that may arise. Your implementation section should also address implementation components, major milestones, and major dependencies.

The critical assumptions and risk assessment section contains a list of the assumptions that have been used while developing a solution.

The conclusions and recommendations section closes the business case. It should give a brief summary of the case's main points. It should convey a sense of urgency and remind the reader of the risks of not carrying out the proposed project.

A business case defines your project and its goals. It also helps you to allocate resources, make provisions for unforeseen obstacles, and facilitate good decision making. A business case should answer important questions about your proposed project. A good business case should contain a background; an executive summary; a situational assessment and problem statement; a project description; a solution description; a cost and benefit analysis; an implementation timeline; a critical assumptions and risk assessment section; and a conclusions and recommendations section.

Learn more about researching for a business case, aligning with corporate strategy, and influencing decision makers with Business Training Library’s online course, Writing a Business Case!



3. White Paper: Best Practices for Implementing e-Learning

As many of you may have already figured out the hard way, when it comes to bringing e-learning into your organization for the first time, it’s much more than offering up a bunch of courses to your employees and expecting them to dive right in. Download Business Training Library’s white paper, “Build It & They Won't Come: Best Practices for Implementing e-Learning,” to direct you through the planning, deployment, marketing, and on-going management of your e-learning program to ensure that when you build it, they do come!




4. Course Review: Managing Conflict, Stress, and Time

Course Group
HDI - Customer Support Specialist 

Course Code
cust_02_a03_bs_enus

Media
e-Learning

Course Overview
Each customer wants her problem to be the most important problem to the Customer Support Specialist (CSS). For the CSS, adapting to each customer's communication style, understanding each customer's emotional response, and solving each customer's problem can be an enormously stressful and time-consuming process. This course is intended to show the proper methods needed to resolve conflicts, manage time, and manage stress. It also highlights the importance of a positive approach and attitude in bringing customer interactions to a satisfactory conclusion. This course helps to prepare learners interested in the Help Desk Institute (HDI) Customer Support Specialist (CSS) certification, which is targeted to individuals wishing to qualify to work in a Customer Support Center/help desk environment.

Target Audience
Individuals interested in the Help Desk Institute's (HDI) Customer Support Specialist (CSS) certification; front-line customer service and support agents seeking to acquire new skills

Expected Duration
2.5 Hours

Megan's Rating

5 Stars (Out of 5)

Megan's Review
Managing Conflict, Stress, and Time is an interactive customer service course with role-play scenarios outlining negotiation and conflict resolution, the power of positive attitude and approach, and stress and time management. This course not only gives your employees the benefits of conflict resolution, reduced stress, and better time management – it shows them a variety of strategies for recognizing signs of conflict, and adjusting behavior to create a more positive work environment, and relationship building opportunities with clients. I found the section on positive approach and attitude to be particularly enlightening. While we all know that a positive attitude can shift your perspective, and often your outcome – this section really delves into different communication styles and actions that can help your employees to put their best foot forward in difficult situations that typically create conflict and stress. Your employees will learn self-empowerment techniques to build confidence, and meet your clients needs more effectively. You’ll even see scenarios that show examples of when it might be necessary to disengage with customers – and how it can shift a conflict situation toward resolution. Managing Conflict, Stress, and Time is an engaging, thought-provoking course with beneficial communication and conflict resolution strategies that will help your customer service representatives to effectively handle everyday conflict, stress and time management challenges!

Megan Pack is the Marketing Manager at Business Training Library.

Interested in previewing this Customer Support Specialist (CSS) certification course? Start a free demo of this customer service training program today!

5. Business Training Library Adds 200+ Online Courses to e-Learning Catalogs

We're pleased to announce that over 200 new online courses were recently added to our course catalogs. With these new additions, our total course offerings come to 3,500+ titles! Take a look at our new online courses today!

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