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Home > Publications > Talent Management
How to Attract, Hire, Reward, Motivate, and Train the Very Best
People
Use talent management strategies and technology to build a great

workforce
Download this report here.
The term “talent management” refers to managing the entire
employee lifecycle, from attracting and hiring to promoting and
finding a successor upon retirement.
Talent management is increasingly a part of the corporate strategy for

most organizations. You don’t have to look very far to see articles
about attracting, developing, and retaining talent. Forecasts abound on
retirements, labor shortages, quality of new hires, and lack of future
leaders. All point to the need for organizations to act now or risk
losing competitive advantage.
To maintain a competitive advantage and to meet the demands of

business, organizations need to identify, select, and develop their
employees in a way that both supports the company’s business goals
and provides employees with a clear career path. In other words,
organizations must become deliberate and strategic in their programs
for managing their talent.
Talent Management: A Complete
“Talent Management: A Complete Guide to Strategies, Systems, Guide to Strategies, Systems, and
and Issues” contains the answers organizations need to ensure that Issues
they find, develop, and retain the most skilled individuals. Co-written
by industry experts Mark Albrecht and Janet Clarey, Senior By Mark Albrecht, Janet Clarey,
Researcher and Writer at Brandon Hall Research, this 211-page and the staff of Brandon Hall
report provides the most in-depth information available on the topic Research
of talent management.
Published March 2007• Download
This report: file size: 1.7 MB • 213 pages • $695
• Presents the key terms, concepts, and practices related to Features

talent management.
• Examines in depth each stage in the talent management life • Key talent management terms,
cycle, from talent acquisition to retirement. concepts, and practices
• Describes the lagging practices hurting many organizations defined
and driving the need for talent management. • Analysis of the talent
• Identifies the leading practices smart organizations have put management life cycle
in place when implementing effective talent management • Profiles of 20 leading talent
solutions. management systems
• Lists in-depth descriptions of the features found in enterprise • Key features found in talent
talent management systems. management tools and
• Includes profiles of 20 popular talent management systems. systems
• Contains information and resources to help you select the
right talent management solutions vendor. • Hundreds of links and
• Provides the contact information for dozens of talent resources to experts, Web
management consultants, experts, analysts, and associations. sites, and books about the
• Includes a bibliography of more than 140 books, Web sites, subject
and blogs related to talent management.
• Includes charts and graphs to illustrate key concepts.
The future of talent management means having the right employees

with the right skills at the right time — and technology will be
integral to effectively managing the process of talent management.
"Talent Management: A Complete Guide to Strategies, Systems, and

Issues" will provide the information you need to ensure that your
workforce can tackle the challenges of tomorrow and build your
organization's future success.
This report is also available through a subscription to the Brandon

Hall Research Library.
© 2011 Brandon Hall Group

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Home > Publications > Talent Management KnowledgeBase
Future Talent Lost & Found Already a subscriber? Log in here.
To some, a statement that “the talent management lifecycle can

generate significant business value” may sound exaggerated. But, you
don’t have to look far to see articles about attracting, developing, and
retaining talent. Forecasts abound on retirements, labor shortages,
quality of new hires, and competition. All point to the need for
organizations to act now or risk losing competitive advantage.
The way to act is to implement a comprehensive talent management

software package within your organization. The term “talent
management” most often refers to managing the entire employee
lifecycle – sourcing, attracting, selecting, training, developing,
promoting, and basically moving an employee through an
organization. By understanding the various components of talent
management, or human capital management as it is sometimes called,
you can understand how your organization can proactively manage
the employee lifecycle, and you can become strategic and deliberate
in how you manage talent so the entire organization is aligned.
The Talent Management Knowledgebase details the various functions

associated with talent management software; i.e., talent acquisition,
performance management, rewards management, talent planning, Talent Management KnowledgeBase
learning management, and workforce management. 2011: 25+ Suites to Manage Talent
Specifically, this knowledgebase looks at the quantitative tools from Acquisition to Succession
needed to improve, measure, and quantify the value delivered from
HR processes. The Talent Management Knowledgebase shows This online data-driven site provides
companies how to do the following: detailed profiles of popular talent
management suites.
• Attract talented individuals to work for the organization.
• Complete the full cycle, from planning to deployment, in a By the staff of Brandon Hall
timely manner. Research
• Place the right people in the right positions.
• Ensure a pool of readily available talent. • One-year access: $995
In addition, it provides an in-depth look at the companies that are

currently providing talent management systems. Users can look at Features
core, advanced, and optional components available in these products
and can use the knowledgebase’s Talent Management Comparison • Comprehensive, independent
Tool to see an apples-to-apples look at specific vendors. profiles of each system
• A talent management suite
Or, simply plug in the criteria your company desires from a talent Comparison Tool that allows
management system, and the Talent Management Selection Tool you to compare dozens of
provides details on the companies that best meet your needs. features of the systems you
select side-by-side
Each talent management tool system is profiled extensively and • A talent management suite
provides information on the following: Selection Tool that allows you
to select your key business
• Company History and system requirements and
• Product Overview quickly find the system that
• Workforce Planning & Forecasting best meets your needs
• HR Information
• Talent Acquisition • Includes introductory
• And more... information on talent
management to quickly get
Packed with detailed information, handy At-a-Glance charts, and you up to speed
technical guidelines, this online service is the only reference of its
kind. It's the industry standard for helping e-learning professionals,
developers, and purchasers locate and implement the right tools for
successfully implementing talent management, and it's only available
from Brandon Hall Research.

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Home > Publications > Enterprise Learning Management Systems: The Big Picture
Enterprise Learning Management Systems: The Big Picture
Did Thomas Edison envision the world’s first learning management system?
How long have educators been trying to track learning? What features are
most critical? And what does the enterprise LMS landscape look like today?
These questions, and more, are answered in the latest report by Brandon Download this report here.
Hall Research senior analyst Gary Woodill. “Enterprise Learning
Management Systems: The Big Picture” explores the history, the
progression, and the future of enterprise learning management systems –
which are LMSs designed for large corporate and nonprofit organizations
(as opposed to for educational or academic purposes).
In this report, Gary discusses the following topics:
• How learning management systems have developed over the years

• Innovation vs. mature LMS functionality
• Interoperability standards for learning management systems
• Demographics, including size and location, of vendor organizations
• Pricing of enterprise learning management systems
• Core ELMS functionality
• Issues related to implementing enterprise LMSs
Using data aggregated from 117 learning management systems in the

Brandon Hall Research LMS KnowledgeBase 2010, this report portrays the
big picture of the enterprise LMS industry.
Enterprise Learning Management
Systems: The Big Picture
No other report paints a picture of the LMS industry overall. Discover how
the industry began – where it’s heading – and how an LMS can fit into your By, Gary Woodill, Ed.D.,
Senior Analyst, Brandon Hall
organization. Don’t wait! Discover the big picture today. Research
Published June 2010 • Download

file size: 1.5 MB • 37 pages • $225
Home > Publications > The Impact of Training
The Big Picture View of Training This report is only be available

to members of:
Training vs. education.
Productivity vs. performance.
How do these terms differ? How are they defined in the literature?
And what connections exist between them?
Vast sums of money are spent on training every year. Yet, despite the
immense investment, the return on investment (ROI) is difficult to
measure and demonstrate.
Finally, a report examines the complex relationships between training,

performance, and productivity in the workplace. “The Impact of
Training on Participation, Performance, and Productivity,” by
Brandon Hall Research senior analyst Dr. Gary Woodill, Ed.D.,
considers the following questions and more:
• How can the terms “training,” “education,” “productivity,” and

“performance” be defined?
• How does training relate to education overall?
• Does training benefit performance and productivity?
• Why is training so hard to evaluate, especially training in the
workplace?
• What deficiencies exist in the research literature on training results?
Before analyzing the various influences that determine the success (or
failure) of training, we need to consider what these concepts mean
and how experts try to define the terms. For example, training is often
contrasted with education, which is seen as a broader concept. Experts
in the training field also seem to have reached the consensus that
training most often takes place in work environments, while education
happens at institutions of learning.
In his report, Dr. Woodill uses training to refer to job-related

instructional activities that take place with employees.
Many influences come into play when studying the connections

between training, performance, and productivity, including societal The Impact of Training on
influences, organizational influences, job characteristics, employee Participation, Performance, and
characteristics, and training characteristics. Many forces act on many Productivity
different people and organizations at the same time, with a variety of
feedback loops that make the final outcomes unpredictable and By, Gary Woodill, Ed.D.,
sometimes surprising. Many agents are involved, including managers, Senior Analyst, Brandon Hall
trainers, regulators, employers, academics, consultants, technologists, Research
and trainees.
Published May 2010 • Download
The research done for this report clearly shows that training is a file size: .7 MB • 37 pages
complex adaptive system, as defined by Neil Johnson in his book,
“Simply Complexity: A Clear Guide to Complexity Theory.” In fact,
training and development can be viewed as an ecosystem, rather than
as a simple linear relationship between providing training and
improving performance and productivity.
For these reasons, we need to describe training in all of its

complexity, and we need to experiment with many different variables
to seek the desired productivity and performance results.
We should expect such experimentation to generate surprising new

results in terms of performance and productivity.
It is time to stop doing the same old same old! It’s time to look at a
big picture view of training. This new report on “The Impact of
Training on Participation, Performance, and Productivity” helps you
do just that.

to members of:


workplace?
happens at institutions of learning.
The Impact of Training on
In his report, Dr. Woodill uses training to refer to job-related Participation, Performance, and
instructional activities that take place with employees. Productivity
Many influences come into play when studying the connections By, Gary Woodill, Ed.D.,
between training, performance, and productivity, including societal Senior Analyst, Brandon Hall
influences, organizational influences, job characteristics, employee Research
characteristics, and training characteristics. Many forces act on many
different people and organizations at the same time, with a variety of Published May 2010 • Download
feedback loops that make the final outcomes unpredictable and file size: .7 MB • 37 pages
sometimes surprising. Many agents are involved, including managers,
trainers, regulators, employers, academics, consultants, technologists,
and trainees.
The research done for this report clearly shows that training is a


do just that.

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Home > Publications > LMS KnowledgeBase
Select the Right Learning Management System from a Already a subscriber? Log in here.
Comprehensive KnowledgeBase
At more than 5,000 pages if it were to be printed, Brandon Hall

Research's LMS KnowledgeBase is the most comprehensive resource
available to help you compare learning management systems and
select the system that best meets your needs.
The LMS KnowledgeBase is an online, database-driven repository of

information about learning management systems. It provides the
following:
• 40-60 page profiles of over 130+ systems

• Online tools to help you select and compare two or more
systems side-by-side (view demo)
• A structured and proven methodology to help you identify

your requirements and make a smart purchasing decision
Of special note this year: Many companies are including social
learning features — such as blogs and wikis, peer rating of content,
tagging and bookmarking, team calendars, private messaging, and
media sharing — within their learning management systems. In fact, LMS KnowledgeBase 2011: In-Depth
24 out of the 92 products featured in our LMS research have the built- Profiles of 130+ Learning
in ability to peer rate content. Management Systems, with Custom
Comparison Across 200+ Features
In addition, to make it easier to find LMSs that offer those features
and many more, we’ve also implemented a new navigation system This online data-driven site provides
this year. detailed reviews and profiles of
popular learning management
The depth and breadth of this research makes it a valuable resource to systems (LMS).
practitioners, CLOs, IT staff members, and other key stakeholders.
The cost of the research is easily justified in that it helps you avoid Authors: Bryan Chapman and the
costly mistakes and ensures an efficient LMS selection process. staff of Brandon Hall Research
This research is independent, objective, and unsponsored. Brandon • One-year access: $1,595
Hall Research does not charge vendors to be included in any research • Three-month access: $995
project. Any LMS vendor is welcome to participate. This makes the
LMS KnowledgeBase the largest repository of learning management
Features
system information available anywhere.
• Comprehensive, independent,
BENEFITS OF THIS RESEARCH
critiques and profiles of each
system
• All systems are reviewed by a team of independent industry
• A learning management
analysts.
system Comparison Tool that
• The research covers 130+ systems, not just the top few, so allows you to compare dozens
you can select from a full range of choices. of features of the systems you
• The research includes extensive information about select side-by-side
compatibility, so you can ensure that the system you choose • A learning management
works with your other tools. system Selection Tool that
• The LMS Comparison Tool can help you see how similar allows you to select your key
systems differ. business and system
• The LMS Selection Tool contains 31 filters, so you can select requirements and quickly find
a system based on a full range of criteria. the LMSs that best meet your
• You can use the LMS Selection Tool to narrow or widen your needs
set of selections, so you can isolate a few systems or browse a • Meta analysis and industry
wider selection of systems. trends
• The profiles include the industries in which the tool is used • Details on how each learning
and specific clients, so you can consider systems used by management system manages
companies like yours. e-learning standards,
• The profiles contain information about the size and history of assessments, and tracking
the company, so you can select a vendor that is financially capabilities and information
viable. on pricing, product support,
• When shopping for a new learning management system, this etc.
research can help an organization compare the features of its • Includes introductory
current LMS to the features of other LMSs on the market. information on learning
• This research provides value-added information such as a management systems to
proven methodology to help all stakeholders identify their quickly get you up to speed
requirements. • Provides detailed instructions
• The KnowledgeBase is updated continually and is available on how to create a use-case
24/7/365 so you can access the data from anywhere. document
This continually updated online database puts you in the driver's seat. • Identifies the key features and
It provides you with hundreds of data points at your fingertips. You characteristics most
can search, compare, and search again to narrow down all the details organizations look for in a
that are important to your organization. There's never been anything learning management system
this powerful to help you find the information you need –
immediately – about learning management systems.
No sponsors. No rankings. No bias. Be general. Get specific. Search

and search again. Find the right LMS for your organization by tapping
into the most comprehensive collection of data on learning
management systems.

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Home > Publications > Planning and Evaluating Business Needs for an Enterprise
Learning Management System
Best Practices for Implementing

a Learning Management System
Imagine you've been given the job of researching and finding a

suitable learning management system (LMS) for your company.
Where do you start? Download this report here.
Everyone knows that selecting the wrong LMS can have terrible
financial repercussions and hurt the quality of your learning
initiatives. What is often forgotten, though, is that selecting the
RIGHT learning management system but implementing it poorly can
be equally painful.
This report, written by Gary Woodill, Ed.D., director of Research

and Analysis at Brandon Hall Research; David Fell, vice president of
Business Development at Operitel Corporation; and Christopher
Woodill, vice president of Solution Strategies at Navantis
Corporation, is the first in a four-part series on the process of
implementing an enterprise LMS.
A typical LMS can take months, if not a year or more, to implement

and can cost hundreds of thousands of dollars. Getting it right is
critical; getting it wrong can be a problem for both you and your Planning and Evaluating Business
Needs for an Enterprise Learning
business. Essentially, the process involves four stages: Management System
Stage 1: Planning and Evaluating Business Needs for an Enterprise By:

LMS
Stage 2: Purchasing an Enterprise LMS Gary Woodill, Ed.D.
Stage 3: Implementing the Selected LMS Director, Research and Analysis
Stage 4: Maintaining, Supporting, Operating, and Governing an LMS Brandon Hall Research
This report focuses on Stage 1 and addresses the following: David Fell, B.A.
Vice President, Business
• Developing a business case for investing in a learning Development
management system Operitel Corporation
• Considering alternatives to an LMS
• Articulating a vision and a scope for the entire project, Christopher Woodill, B.A.
resulting in developing a “project charter” Vice President, Solution Strategies
• Developing an implementation strategy and a project Navantis Corporation
management plan that includes presenting the business case,
assessing the LMS's impact on the organization, and changing Published November 2008 •
the management strategy Download file size: 2 MB • 77 pages
• Developing the communications and marketing plan for the • $345
project
• Identifying all stakeholders for an enterprise LMS
• Conducting a requirements gathering exercise, including
developing “use cases” for each business unit and group of
stakeholders
If you have thoroughly carried out the above suggestions, then you
are ready to prepare and send out an RFP, investigate products and
vendors, and move toward purchasing a learning management system.
Getting this first stage right provides a firm foundation for success in
all the later stages.
This report is also available through a membership to the Brandon

Home > Publications > Learning Management Systems and Social Learning
Technologies
Managing Learning in a Social World
Are you struggling to implement Web 2.0 technologies, tools, and

services? Does your organization block access to social Web sites? If
your answer to either of these questions is ‘yes,’ you might find a
solution within a learning management system. Download this report here.
More and more, learning management systems are seeing the need to
expand their solutions beyond a learning environment where classes
and courses are the center of activity. Many companies are branching
out into the Web 2.0 space where learners create more of an ad hoc
environment that is loosely structured and more personalized.
Written by Janet Clarey, senior researcher at Brandon Hall Research,

"How Learning Management Systems are Integrating Social
Learning Technologies: Review and Outlook" describes how Web
2.0 technologies are being supported by commercial LMSs.
Our current online repository of LMS information, the LMS

KnowledgeBase 2008, provides data for traditional collaborative
learning features such as discussion groups, chat, virtual
whiteboarding, etc.
How Learning Management Systems
"How Learning Management Systems are Integrating Social Learning are Integrating Social Learning
Technologies: Review and Outlook" goes beyond these traditional Technologies: Review and Outlook
collaborative tools and examines how LMSs are integrating and
embracing the following: By Janet Clarey, M.S. Ed.
• Blogs Published May 2008 • Download

• Wikis file size:
• Media sharing 2 MB • 85 pages • $275
• Peer rating of content
• Informal collaboration space
• Team calendars
• Expert exchange/locators
• Collaborative content development
• Search engines
• Tagging/bookmarking
• Private messaging
• Survey/polling tools
• RSS feeds
Some learning professionals are intimidated by emerging learning

technologies because they do not understand how these technologies
work or how they can be used to improve workplace learning. Others
are using social learning technologies and see their value but struggle
to implement them for a variety of reasons.
This report will provide you with an understanding of how new social
learning technologies are being integrated into learning management
systems, making adding Web 2.0 technologies to your learning
strategy easy.
Discuss this report with the author, Janet Clarey.
Social learning technologies are a new approach, a state of mind.

That’s one of the reasons we’re providing a NEW add-on to this
publication: Direct access to the Brandon Hall Research analyst in
a collaborative, networked environment.
After purchasing this report, you'll receive access to a new,

collaborative, and social environment where you can ask questions,
discuss the content, and share experiences with other learning
professionals implementing social learning technologies.
This report is also available through a membership to the Brandon

© 2011 Brandon H
Home > Publications > Learning Management Systems for Blended Learning
Systems for Managing This report is only available
Multi-Channel Learning to members of:
Many organizations are beginning to blend new learning experiences

with more traditional learning experiences. In the first quarter of
2007, Brandon Hall Research conducted a survey on blended
learning. We found that, while self-paced online learning, instructor-
led traditional training, and printed materials are still dominant in
blended learning programs, growth was evident in the area of Web
2.0 collaboration, with 50 percent of forum members using tools such
as blogs, discussion forums, and collaborative learning.
Our research also indicated that one of the current barriers for
delivering a blend of different learning methods was reported as the
technology itself. Increasingly, organizations need a learning
management system platform that is able to manage:
• Assessments
• Blogs (Weblogs)
• Collaborative and cooperative learning
• Electronic documents
• Electronic performance support
• Discussions
• Informal learning (exhibits, experiential learning)
• Instructor-led classroom training
• Live online learning (virtual classroom)
• Multimedia (audio and video-enhanced learning)
• Physical materials
Organizations also need advice and tools for selecting the right
system for managing multi-channel learning programs. We’ve pre-
selected systems that support blended learning and provide details,
Learning Management Systems for
including: Blended Learning: Which System to
Buy and How To Buy It
• Interoperability with third-party tools and systems
• Built-in tools for collaboration Authors: Janet Clarey, Bryan
• Best use recommendations Chapman, Richard Nantel, Gary
• Downside information on systems Woodill, and the staff of Brandon
• Pricing estimates Hall Research
• Vertical market information
• How-to-buy advice and tools Published August 2007• Download
• Independent system critiques file size: 5 MB • 458 pages • $595
With emerging technologies such podcasting/vodcasting, virtual labs,

mobile learning, broadcasting, and videoconferencing also gaining Features
adoption, understanding and harnessing the power of multiple
methods of delivery is essential. • Analysis of the features
required for an LMS to
So, why have we published this report? manage blended learning
• Best practices, advice, and
Our intent is to provide organizations looking for a blended learning tools for purchasing an LMS
LMS solution with facts about systems that support multiple methods that supports blended learning
for designing and delivering learning. We hope to show organizations
that, by accurately identifying and sticking to their key business • Analysis of content formats in
requirements, they should be able to find an appropriate LMS for a the field of blended learning,
blended learning environment. with descriptions, pros and
cons, implementation factors,
and online resources
• Reviews of 30+ learning
management systems that are
suited for a blended learning
environment
• At-A-Glance chart of key
features of the system
(interoperability, collaborative
tools, vertical market
information, pricing details,
etc.)
Download the Table of Contents

Home > Publications > LMS Snapshot Profiles 2010

Reviews and Condensed Profiles
of 125 Commercial Learning Management Systems
People purchase Brandon Hall Research's LMS research

for different reasons.
• Some are responsible for selecting the right
system for their organization.
• Others are consultants who wish to advise
customers on the strengths and weaknesses of
popular systems.
• LMS vendors want to benchmark how their own
product compares to others.
• Still others are not yet at the LMS selection stage
but require advice on what to look for in a system
and help implementing a selection methodology.
To meet individual needs, Brandon Hall Research's LMS

research is available in different formats:
• An online KnowledgeBase service

• Downloadable reports and product profiles
• LMS selection consulting services LMS 2010 Snapshot Profiles: Overview and
Reviews of 125 Learning Management Systems
The repository of all Brandon Hall LMS research is the
LMS KnowledgeBase. At more than 5,000 pages if it By the staff of Brandon Hall Research
were to be printed, this is the most comprehensive and
objective information available anywhere about Published August 2010 • Download file size: 8
commercial learning management systems. MB • 705 pages • $595
But, the information contained in the LMS

KnowledgeBase may be more information than some Features
people need. LMS 2010 Snapshot Profiles: Overview
and Reviews of 125 Learning Management Systems • Five-page snapshot product profiles of the
provides shorter profiles of the same learning 125 learning management systems
management systems covered in the LMS currently in our LMS research
KnowledgeBase. • Overview of the system, explaining what
each LMS vendor offers and identifying
Unlike the 40-60 page system profiles contained in the high-level features of each product
LMS KnowledgeBase, the product profiles contained in • Screen capture illustrating an
the LMS Snapshot Profiles 2010 report are administrative view of the system
approximately five pages long and contain the following:
• At-A-Glance chart of key system features
• A high-level overview of the system (authoring details, standards, languages,
• At-A-Glance charts of key features, including pricing details, etc.)
pricing
If your organization is currently in the process of

selecting a learning management system, there is no
more comprehensive resource available than the Brandon
Hall Research LMS KnowledgeBase.
If, however, you simply wish to become acquainted with

some of the most popular systems, LMS Snapshot
Profiles 2010: Overview and Reviews of 125 Learning
Management Systems will provide you with a concise yet
informative executive summary of each system and an
understanding of the LMS landscape.
© 2011 Brandon Hall Gro

Home > Publications > Low-Cost Learning Management Systems 2010
A Learning Management System

for Any Budget
Learning management systems are considered the cornerstone of most Download this report here.
e-learning strategies. These systems provide a great way to deliver,
track, and manage training. Many people are convinced that only
large, affluent corporations can afford an LMS. The truth is, an LMS
exists for almost any budget.
The repository of all Brandon Hall LMS research is the LMS

KnowledgeBase. At more than 5,000 pages in size if it were to be
printed, this is the most comprehensive and objective information
available anywhere about commercial learning management
systems.
Low-Cost Learning Management Systems 2010: 49 Products for

Limited Budgets is a subset of the information contained within the
LMS KnowledgeBase. This 655-page report contains profiles of the
49 learning management systems that are priced below average for
small (500 users), medium (10,000 users), large (25,000 users), and
very large (100,000 users) implementations and for both hosted and
installed implementations. Low-Cost Learning Management
Systems 2010: 49 Products for
The product profiles contained in this report provide the following: Limited Budgets
• A screen capture of each LMS By the staff of Brandon Hall

• An At-A-Glance chart of key feature Research
This report also contains tables comparing each system side-by-side. Published August 2010 • Download
These allow you to quickly see the key differences and similarities file size: 6 MB • 655 pages • $595
between the 49 systems.
We also provide advice on selecting the right system and keeping that Features
selection process within budget:
• Profiles of 49 learning
• "Creative Ways to Reduce the Cost of Your LMS" management systems that
examines how organizations – large and small – have price below average for small,
substantially lowered the cost of their LMS purchases. medium, large, and very large
• "Top 10 Characteristics" presents the features that most implementations
organizations request in an LMS.
• “High-Level Steps for Your Selection Process” details a • Comparative At-A-Glance
systematic approach to avoid confusion and quickly identify a grids to compare learning
system that meets your needs. management systems side-by-
• “20 Questions to Analyze Critical Needs” can be used as a side
work aid when meeting with an e-learning strategy committee.
Answering these questions as a team can help you streamline • Creative ideas organizations
your search process. have used to reduce the cost
• "Writing a Use Case for Evaluation Purposes” teaches you
a valuable technique for finding the right learning of their LMS implementations
management system.
• “Features to Consider” includes a list of key LMS features • Advice on identifying your
that may or may not be important to your organization. business requirements
Low-Cost Learning Management Systems 2010: 49 Products for • How to write a "use case" for
Limited Budgets will help reduce the time and effort required to evaluation purposes
select the right LMS for your organization – and your budget.
• A comprehensive list of LMS
functionality to help you
identify the features you need
• Advice on issuing a request

for proposal (RFP)
This resource is also available through a membership to the Brandon
Hall Research Center. • 20 questions to analyze
critical needs
Home > Publications > Help and Support Systems
Help and Support Systems: Present Practices and Future Perspectives This report is only available
to members of:
Who recalls those thick, wieldy manuals that used to be included with
most software application purchases?
For years, software providers typically approached help and support

by providing printed getting started guides or user manuals to get
customers started with their products. This was done for many
reasons, including technological limitations and the fear some
customers had of using computers.
Today, computer technology has advanced, and society has become

so entrenched in technology that these reasons have become obsolete.
Software providers are throwing out pages and pages of hardcopy
“support” in favor of online, or even mobile, help and support
systems. Even traditional online help, with its old-fashioned page-
turner approach, is becoming more automated and adaptive to users.
With these changes in mind, as technology advances, how have help

and support systems progressed? And what is in store for the future of
product and performance support?
Gary Woodill, Ed.D., senior analyst at Brandon Hall Research, has
just published a new report exploring the history, research literature,
and current and future trends of help and support systems. “Help and
Support Systems: Present Practices and Future Perspectives” starts off
by assessing the history and present state of help and support systems.
The purpose of this research report is to explore the diversity of
options available when facilitating and helping those using learning
technologies.
The following types of help and support are currently often offered to
customers and clients:
• 24/7 support
• Live telephone support and/or e-mail support
• Live online person-to-person chat
• Vendor-offered training and third-party training Help and Support Systems: Present
• Product conferences and live demonstrations Practices and Future Perspectives
• Users support groups and online newsgroups
• Getting started product tutorials By, Gary Woodill, Ed.D.,
• Project mentoring and other services Senior Analyst, Brandon Hall
Research
Support can be external, extrinsic (within the system but causing a
break in action), or intrinsic (embedded within the software/system’s Published July 2010 • Download
workflow). Additional types of support can also include intuitive file size: 1 MB • 38 pages
(where support is seamlessly integrated into the system) and
intelligent (where the support itself anticipates what you need and
provides help transparently).
In his report, Dr. Woodill discusses the specifics of six common help
and support deliverables:
• Intuitive Usability Design
• Printed Materials
• Online Resources
• Expert Support
• Peer Support
• Automated Support
Finally, Dr. Woodill wraps up his report by identifying five future

trends for help and support systems. These future trends include
personalizing help, encouraging or establishing “do it yourself” (DIY)
social media activity and peer collaboration, providing mobile help
and support, using customer feedback and help requests to improve
software and performance systems up-front, insourcing help desk
work, and using collaborative virtual teams to work help desks.
Providing help and support is vital to any company selling products

and/or services to others. Check out this report by Dr. Gary Woodill
to find out how help and support systems have changed over the years
and to discover how you can help and support your customers well
into the future.
Help and Support Systems: Present Practices and Future

Perspectives is only available to Brandon Hall Research
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Non-members: Download a free excerpt here.

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workplace?
happens at institutions of learning. The Impact of Training on
Participation, Performance, and
In his report, Dr. Woodill uses training to refer to job-related Productivity
instructional activities that take place with employees.
By, Gary Woodill, Ed.D.,
Many influences come into play when studying the connections Senior Analyst, Brandon Hall
between training, performance, and productivity, including societal Research
influences, organizational influences, job characteristics, employee
characteristics, and training characteristics. Many forces act on many Published May 2010 • Download
different people and organizations at the same time, with a variety of file size: .7 MB • 37 pages
feedback loops that make the final outcomes unpredictable and
sometimes surprising. Many agents are involved, including managers,
trainers, regulators, employers, academics, consultants, technologists,
and trainees.
The research done for this report clearly shows that training is a


do just that.
Understanding Social Learning in Organizational Settings This report is only available

to members of:
Even though humans are naturally social beings, our educational
system has, for hundreds of years, treated learners mostly as
individuals.
Individual exams, individual achievements, individual grades: The

individual has been emphasized in virtually every aspect of training
and education, while the social aspects have only recently been
introduced – and initially often only through the instructor-learner
relationship (with the instructor exercising power).
This system has worked for so long because the person in power (the
teacher, trainer, instructor) was the main storehouse of societal and
organizational knowledge, which needed to be “transmitted” to
students.
This no longer has to be the case! Via technological breakthroughs,

the tsunami of information rolling over us in the 20th and 21st
centuries has completely changed the landscape of learning. Experts
(the teachers) can no longer keep up, even in their own fields. The
only real solution is for experts and students alike to learn basic skills
(including information search and evaluation skills) and then obtain
information when it is needed.
“Just-in-case” learning has transformed to “just-in-time” learning.

Non members: Download a free
A new report by Brandon Hall Research senior analyst Gary Woodill,
excerpt.
Ed.D., gets into this transformation by examining the meaning and
practices associated with the social aspects of learning in this exciting
new world of self-serve, social, and mobile learning.
This report, “Understanding Social Learning in Organizational

Settings,” will answer some basic questions you and your
organization may have about social learning:
• What is social learning?

• What social and learning theories have shaped social learning
over the years?
• How can social learning theory and social media be
successfully united?
• What three major “game changers” in learning technologies
have occurred in the past 10 years, transforming “e-learning
1.0” to “e-learning 2.0”?
• In what ways do people network and collaborate on projects? Understanding Social Learning in
• What obstacles remain to using social media and Organizational Settings
implementing social learning?
By, Gary Woodill
And much more… Senior Analyst, Brandon Hall
Research
The report ends by highlighting additional resources Brandon Hall
Research provides related to social learning and social media. Published April 2010 • Download
file size: 1 MB •39 pages
If you’ve ever asked any of these questions, or even if your
organization is just starting to get curious about incorporating social
learning into your training program, then don’t delay! Get social, and
pick up this report right away.
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The people problem in talent management
Talent-management processes can't work if managers don't think it's important to develop
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The people problem in talent

management
Talent-management processes can't work if managers
don't think it's important to develop their people.
MAY 2006 • Matthew Guthridge, Asmus B. Komm, and Emily Lawson
In This Article
• Exhibit 1: The human barriers
• Comments (1)
Increasingly, companies view the ability to manage talent effectively as a strategic

priority.1 Yet our research finds that senior executives largely blame themselves and their
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believe that insular "silo" thinking and a lack of collaboration across the organization
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Nearly half of the interviewees expressed concern that the senior leadership of their
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commented one HR executive. Furthermore, 54 percent of those interviewed agreed that
senior managers don't spend...
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The war for talent
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The Times 100 / Case Studies / Edition 12 / Siemens / Creating a high performance
culture / Page 5
Creating a high performance culture

Prev:4. Creating a high performance culture
Next:6. Conclusion
Page 5: Talent management - managing people
People Excellence involves developing everybody that works for your organisation not
just the high-fliers.
Siemens' talent management philosophy involves making sure that every employee is
provided with the guidance and support to achieve their full potential. This aids them to
do their best, every day. Everyone works together to achieve the organisation's objectives
as well as meeting their own personal goals. Everyone shares the same vision and
dreams. Within this culture they are able to progress and take on greater responsibility
within the company.
Talent Managment
Everyone has talent.

For Siemens, matching talent with tasks produces competitive advantage.
Each individual at Siemens can make best use of their talents, whatever they may be.
Talent Management enables both:
• job enrichment, where individuals are encouraged to take on extra tasks and
• responsibilities within an existing job role to make work more rewarding, and job
enlargement, where the scope of the existing job is extended to give a broader
range of responsibility, plus extra knowledge and skills development.
Talent Management is a global philosophy that is a key part of supporting each of the
elements of the Siemens' business strategy. Talent Management enables Siemens'
managers to engage and motivate employees throughout the organisation.
The benefits of talent management
By applying talent management to all staff:
• all customer-facing staff are engaged, so all customers benefit
• everyone has the opportunity and choices to achieve their full potential
• the pipeline of highfliers is sustained.
Performance management
Siemens has created a standard process for managing the performance and development
of all employees. This is referred to as the Performance Management Process.
The process creates a direct link between the strategy of the whole organisation and plans
for each individual. Every individual is given targets based on their role and
responsibility within the organisation. It is through meeting personal targets that the
individual is best able to help the organisation to achieve its targets.
Performance management is a systematic process that creates trust and open

communication by:
• setting objectives
• monitoring progress made
• creating an ongoing dialogue between each team member and his/her manager
• enabling forthright discussion.
Performance management in Siemens is the engine that drives Talent Management. It is

the cornerstone of its high performance culture. When carried out in a consistent way,
this system makes sure that everyone is told honestly about their performance.
Employees are clear about the impact of their performance and what the consequences
are for their development. Everyone within the organisation is pulling together to achieve
the business strategy.
Prev:4. Creating a high performance culture

Next:6. Conclusion
1. Introduction
2. Delivering the human resource development strategy
3. The importance of people in the organisation
4. Creating a high performance culture
5. Talent management - managing people
6. Conclusion
• Edition 15 : Motivation within a creative environment

• Edition 13 : Training and development as a strategy for growth
Please tell us your thoughts on the case study, what have you learnt, how have your
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• Motivation within a creative environment
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Use talent management strategies and technology to build a great

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To maintain a competitive advantage and to meet the demands of

• Presents the key terms, concepts, and practices related to Features

The future of talent management means having the right employees

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© 2011 Brandon Hall Group

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© 2011 Brandon Hall Group

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• How learning management systems have developed over the years

Using data aggregated from 117 learning management systems in the

Published June 2010 • Download

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Productivity vs. performance.

Finally, a report examines the complex relationships between training,

• How can the terms “training,” “education,” “productivity,” and

In his report, Dr. Woodill uses training to refer to job-related

Many influences come into play when studying the connections

For these reasons, we need to describe training in all of its

We should expect such experimentation to generate surprising new

The Big Picture View of Training This report is only be available

Productivity vs. performance.

Finally, a report examines the complex relationships between training,

• How can the terms “training,” “education,” “productivity,” and

For these reasons, we need to describe training in all of its

We should expect such experimentation to generate surprising new

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