• training manager
  • designers
  • instructors
  • learning leaders
  • talent manager
  • Training Managers

    Your department's performance is on the line

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  • Designers

    Your designs need to be tailored for virtual

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  • Instructors

    You've got to get with the (virtual) program

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  • Learning Leaders

    You have the weight of the global workforce on your shoulders

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  • Talent Managers

    Your workforce moves up, down, and around constantly
    In a connected and complex world
    We make virtual work

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WHAT WE DO: Our clients want three things – engaged employees, scalable training solutions, and the ability to communicate key messages globally. At evoke virtual, we help clients transition their staff, management team, and learning and development into the virtual world. We make virtual work.™

talent management

You need to develop a high-performing global talent pool. To meet that need, your learning delivery team must excel at deploying virtual training.

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learning leaders

You're virtual training strategy needs to transcends cultural, time, and geographic differences. You need a global practice for virtual training.

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training managers

Training is one of the best tools to build business capabilities, achieve a shared understanding, and engage your global teams. You need to deliver it virtually.

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Instructional design skills in the “real” world transfer to the virtual one; but the virtual classroom means rethinking your approach. It’s time to retool your design kit for virtual.

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You excel as an instructor “in person." Getting participation and learners engaged is more difficult in the virtual classroom. You need to transition your skills to virtual now.

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Virtual Presentations

workshop presentationWe are in virtual meetings, sales presentations, and team meetings everyday. You need outstanding virtual presentation skills to meet your goals.

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Virtual Training

workshop trainingTo be successful with virtual training, you need instructors and instructional designers with the right skill set for virtual training. Are you ready?

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Virtual Team Management

workshop teamManaging a virtual team successfully requires you to bridge the "virtual distance." Are your managers meeting the needs of their virtual teams?

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Blog Insights

  • Technology Belongs in the Backseat in the Virtual Classroom +

    W33Recently, we were finishing up feedback on a virtual course a client asked us to review and potentially redesign. As each person gave their feedback, some trends appeared. “It took us a long time to get to content.” “The introduction seemed a little flat.” “Why did we spend so much time on all the tools in the virtual environment? We didn’t even use all of them in the session!” We weren’t surprised. We knew what the problem was.

    In most virtual instructor-led courses I review, there is too much time spent at the beginning of the course trying to orient participants to the virtual classroom. This typically happens when virtual training is new to the organization. In an effort to be thorough and make sure the virtual environment doesn’t interfere with the participant’s ability to complete activities, we unintentionally cause two problems:

    • Make the virtual environment seem so different and potentially complicated when compared to the “in person” experience that participants get overwhelmed.
    • Disengage the participants by focusing on the technical process and not the reason why the training and content is important for them.

    We need to engage participants immediately with the content and stop focusing so much on the delivery technology. The following tips can help you avoid this trap.


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  • Can You Read Your Sales Partner’s Mind? +

    W33 Can You Read Your Sales Partners MindThis is a trick question, but we’ll get into that in a moment.

    We know that to meet sales goals, for most industries today, it’s critical to have a strong network and the support of sales partners. Regardless of the type or mix of resellers you may utilize, having a diverse and robust sales ecosystem is one of the keys to meeting revenue targets. This is particularly true for organizations with big growth goals in a world of shrinking direct sales headcount.

    If you are working with exclusive partners (while it can have rocky moments), it’s typically a well-defined relationship. But it isn’t as easy to get your partner’s mindshare when you’re reseller represents you and your competitors when selling to customers. One critical piece to getting that mindshare (that we won’t go into detail about here) is your compensation model. While that is key, there are a lot of other known and unknown factors influencing the relationship and sales results. How do you start uncovering where you fit in your partner’s priorities and influence the sales process?

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