19 Results Found
Working with Global Knowledge allowed them to streamline the onboarding process for new sales account managers. Business transformation and sales training.
Global Knowledge addressed skills gaps by clearly defining the expectations and proficiency levels. This enabled each IT employee to own his or her development, which resulted in much higher attendance in learning and development opportunities.
ISC needed training specific to the responsibilities for foundational project management and training to help build camaraderie among project managers and engagement managers.
Experts conducted an analysis of the current project management processes being used by the various departments and identifed the pain points and subsequent requirements.
Tech Giant needed to determine industry best practices for training programs, identify what features partners value and discover how to align partner training programs.
International nonprofit needed an all-inclusive training portfolio to focus on transitioning workforce from technical support to project management and server virtualization. They were shifting several positions to vendor management and product development. Existing IT staff needed to learn new skills to adopt big data analysis, cloud computing and mobile application initiatives.
Can social media replace an IT service desk? It offers new ways to connect with customers and users, but it can hurt business and productivity and reduce customer satisfaction.
The benefits of well-formed and managed process include improved productivity, lower costs, higher quality, less turnover and better morale.
We designed a training strategy to accommodate students with various levels of sales experience and to provide students the opportunity to practice sales calls.
Our remote lab solution was flexible enough so that it could be modified to the client's wishes without compromising security. The pod-based structure allowed for scalability.
International oil company needed to train 80,000+ end-users and 4,000 IT support personnel. These professionals were located at more than 1,300 locations in over 100 countries. There wasn't a corporate learning and development office. Each office site, or regional operating unit, made its own training decisions.