Your people may be engineers, accountants, production line workers or sales people, but they are all consumers too. . They expect things to happen at the touch of a button. And they bring this expectation into their work lives.
Features This Issue
It’s easy to understand why the modern workforce doesn’t get excited about training initiatives. Sure, they are the end consumer and the people organizations want to upskill, but rarely are training initiatives truly about them.
Congratulations! Your business leaders recognize how essential your employee development efforts are to ensuring business success. This may be surprising, especially if your budget was recently cut, but the reality is...
The way people work has changed dramatically. Gone are the days of large, stable organizations and strict 9-to-5, Monday through Friday schedules. Now, people work anywhere they have Wi-Fi.
When we talk about training, three outcomes typically rise to the top as the most important: knowledge, skills and attitude (although some talk about abilities instead of attitude, depending on the source and the purpose).
What comes to your mind when you hear the term “skill up”? For every gamer out there, it may remind you of a time when you “level up” or gain extra skills or armory to defeat an infamous boss or a formidable team in a sports game.
11 Apr 2018
Development doesn’t end when the program concludes; it’s only just begun. Having regular opportunities to practice skills on the job promotes retention.
Identifying how to help your team work more effectively can sometimes seem like the million-dollar question. When looking through leadership theory and strategy, identifying a team effectiveness strategy can feel like a “pick one and let’s see” approach.
Training Industry Magazine
Perspectives and expertise for the learning leader.
Thought Leaders This Issue
Our competitive advantage in the marketplace is no longer only dependent on having the best product or service, it is becoming critical to engage and DEVELOP the most talented workforce we can.
No matter the change that we might be facing, those who are willing to embrace change and possibly even look for it, are working toward making a difference in our lives and the lives of others.
Although change is part of the natural evolution of organizations, it creates chaos or psychological tension in the brain called cognitive dissonance.
Consider the notion that if it wasn’t for change, people would care a whole lot less about leadership. Simply stated, leaders “get” change. They not only recognize its disruptive potential, they are acutely aware of its inevitable presence.
I don’t think there is much question about the need for change in how corporate training meets the needs of the business as well as the learner. The question we should be focused on is, “Do we know what we should be changing to?”
During times of change people at all levels of an organization desperately need new and expanded skills. But for many, the mind is already full, with little or no free space within which to invite additional knowledge.
Learning professionals fail to show the value of training for a variety of reasons, and according to research, getting employees to make time for L&D is at the top of the list. Proving value is not just something the business wants, it’s what learners need
Adjusting our paradigm is going to be critical in order to meet the needs of our employees. These seven principles can be used by a learning leader to take their organization into the next era of enterprise learning.
Info Exchanges This Issue
Aligning development plans with targeted business goals can change the nature of performance management and improve the employee experience. At Hitachi Consulting, performance management is an old concept with a new mission: performance enhancement.
Kelly stared at the email she had just received from the divisional vice president. It said, “The top training initiatives going forward will be evaluated for effectiveness, with a report being submitted at the conclusion of each event.”
Cornerstone OnDemand, a cloud-based learning and human capital management software company, has been busy over the last year.
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.
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.
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.
Oprah Winfrey often talks about what she refers to as “teachable moments” – moments when something bad occurs and you can turn that bad situation into something positive. Basically, the lesson in the message.