They're our generation of big spenders. Born somewhere between 1979 and 1990,
Generation Y has grown up in relatively stable economic times.

They've made technology an extension of their own bodies with MP3 players, laptops and mobile phones and through these technologies they've become accustomed to instant gratification.

They have better job prospects in a stable job market, and therefore less fear of being unemployed.

They're our generation of big spenders. Born somewhere between 1979 and 1990,
Generation Y has grown up in relatively stable economic times.

They've made technology an extension of their own bodies with MP3 players, laptops and mobile phones and through these technologies they've become accustomed to instant gratification.

They have better job prospects in a stable job market, and therefore less fear of being unemployed.

They're our generation of big spenders. Born somewhere between 1979 and 1990,
Generation Y has grown up in relatively stable economic times.

They've made technology an extension of their own bodies with MP3 players, laptops and mobile phones and through these technologies they've become accustomed to instant gratification.

They have better job prospects in a stable job market, and therefore less fear of being unemployed.

Induction programs have traditionally been based upon providing new starters with the information and skills they need to successfully perform their new roles as well as covering off compliance and policy issues. This focus means organisations can miss the opportunity to positively engage their new starters. Consider the following:

* In the current jobs market it has become increasingly difficult to attract and retain the best people;
* Organisations recognise the importance of selecting the right people and invest significant resources into recruitment;
* Jobseekers identify the most attractive employer attribute as "An employers reputation for looking after and valuing their employees"; and
* Research shows nearly 25% of new starters decide by the end of the first week how long they will stay with the organisation and over 50% have made that decision by the end of their first month.

Induction programs have traditionally been based upon providing new starters with the information and skills they need to successfully perform their new roles as well as covering off compliance and policy issues. This focus means organisations can miss the opportunity to positively engage their new starters. Consider the following:

* In the current jobs market it has become increasingly difficult to attract and retain the best people;
* Organisations recognise the importance of selecting the right people and invest significant resources into recruitment;
* Jobseekers identify the most attractive employer attribute as "An employers reputation for looking after and valuing their employees"; and
* Research shows nearly 25% of new starters decide by the end of the first week how long they will stay with the organisation and over 50% have made that decision by the end of their first month.

Induction programs have traditionally been based upon providing new starters with the information and skills they need to successfully perform their new roles as well as covering off compliance and policy issues. This focus means organisations can miss the opportunity to positively engage their new starters. Consider the following:

* In the current jobs market it has become increasingly difficult to attract and retain the best people;
* Organisations recognise the importance of selecting the right people and invest significant resources into recruitment;
* Jobseekers identify the most attractive employer attribute as "An employers reputation for looking after and valuing their employees"; and
* Research shows nearly 25% of new starters decide by the end of the first week how long they will stay with the organisation and over 50% have made that decision by the end of their first month.

A LMS can no longer rely on it's effectiveness as a learning medium to deliver, track and monitor training. It now needs to fend for itself and clearly demonstrate how it adds value to a business's bottom line.

Previously, a traditional LMS has been able to provide sufficient value and worth to an organisation, by delivering and tracking training in a more cost effective and flexible method.

A LMS can no longer rely on it's effectiveness as a learning medium to deliver, track and monitor training. It now needs to fend for itself and clearly demonstrate how it adds value to a business's bottom line.

Previously, a traditional LMS has been able to provide sufficient value and worth to an organisation, by delivering and tracking training in a more cost effective and flexible method.

A LMS can no longer rely on it's effectiveness as a learning medium to deliver, track and monitor training. It now needs to fend for itself and clearly demonstrate how it adds value to a business's bottom line.

Previously, a traditional LMS has been able to provide sufficient value and worth to an organisation, by delivering and tracking training in a more cost effective and flexible method.

In the wider commercial and government world eLearning, or online training, is often represented by an abundance of glorified Power Point presentations. Back and next buttons rule supreme, and while this type of training can provide some visually interesting content it doesn't necessarily engage learners for long. However, if you're prepared to spend more on eLearning a whole new teaching and learning opportunity is uncovered.