Data is not one-size-fits-all. It varies based on the audience it’s being served to and the analysis it’s undergoing, and in a business setting, it’s not always available to everyone. It can either be a helpful tool, or an enormous time sink.
Features This Issue
Recent advances in virtual and augmented reality and in techniques such as gamification are creating excitement in corporate education, yet chief learning officers today still grapple with the same basic problems they’ve faced for more than 30 years.
Whether your company is large or small, geographically dispersed teams are becoming more common, requiring L&D departments to develop effective training on content while facilitating virtual team building at the same time.
Rob Liano once said: “Knowledge is power? No. Knowledge on its own is nothing, but the application of useful knowledge, now that is powerful.” Adapting a role-based training curriculum produces training that can be consistently applied to an employee’s job
Like a road map guides you to your destination, a development map guides employees along their development journey. Simply stated, a development map provides a picture of the L&D experiences necessary to move from one level of job performance to the next.
The need to demonstrate the business impact of learning is paramount in today’s data-driven, increasingly transparent world. Today’s fast-paced and often disruptive business climate makes it harder than ever to engage diverse skills.
14 Mar 20191:00 pm ET
Culture is tangible and intangible. It is in what is seen, but more importantly it is in what is experienced in nearly every interaction that occurs. Even in a seemingly mono-cultural group of people, cultural considerations must be taken into account.
With the rise of digital disruptions and “next generation” talent management strategies, nearly all HR and learning and development (L&D) teams are being pushed to work in concert together to create seamless employee learning experiences.
Training Industry Magazine
Perspectives and expertise for the learning leader.
Thought Leaders This Issue
We understand that in the corporate context personalizing learning may not always be practical. Our opinion is that the learning and development team in any company should still be looking for opportunities to contextualize learning.
I have designed training for a variety of audiences. For me, the key to successfully adapting learning across these audiences has been to capitalize on learning through peer trainers.
The brain is the anatomical environment where organizational learning takes root. In order to learn effectively and efficiently, people have to be able to pay attention, absorb information, store that information long-term, and recall it when necessary.
Considerable time, energy and budget are invested in designing cutting-edge learning. Sophisticated follow-up mechanisms are developed and implemented. Progress is meticulously monitored and results are measured. All the pieces are in place then we blow it
The two of us might never have crossed paths had it not been for Dr. Paul Hersey. We both had the opportunity to work for him decades ago.
Much has been written about the values and advantages of adaptive learning and testing. Both use computer-aided technology to allocate and deliver content based on learners’ needs.
Being selfish is typically frowned upon in most areas of our lives. The adage, “There’s no I in team” comes to mind when an individual is ridiculed for exhibiting a self-centered attitude. But in training, these rules don’t exactly apply.
The past decade has rapidly increased our access to personalized experiences in every part of our lives. Heading to lunch? An app of your choosing will be there to recommend restaurants based on your past experience. Leaving your house for the day?
Info Exchanges This Issue
Investing in managers to help them inspire action, instill company values, increase retention, and ensure every employee is fired up to come to work can generate exponential value for the business.
Professional survival depends on education in today’s world of rapidly accelerating transformation. At the same time, for organizations to stay competitive, they must have a way to measure the success of that education.
Simon Rakosi, David Mendlewicz and Marcus Perezi-Tormos saw a problem: New leaders, promoted early in their careers, lacked the training in leadership and soft skills to prepare them to manage teams and people effectively.