Simple changes to learning modes and activity types can provide practical, meaningful learning experiences that encourage action and lighten the cognitive load.
Features This Issue
When the need to maintain productivity limits time for instructor-led training, consider a spaced learning delivery model.
Reinforcement matters, and it matters most to learners who truly aspire to develop Leadership training should be reserved for those who truly aspire to be leaders.
Regardless of the source of the training content, learning is of little value unless it prepares the participant to perform better on the job and makes a measurable contribution to organizational results.
From converting cost savings into revenue generation to the integration of a digital e-governance infrastructure, immersive training is the beginning – and the backbone – of the smart factory.
Ignore the learning transfer elephant at your peril, because without learning transfer, your training budget is mostly wasted, and your reputation becomes tattered.
11 Jun 20201:00 pm ET
Many workplaces are practicing an informal approach to on-the-job training. Formalizing this process provides a means of measuring its efficacy.
Why are so many of us still struggling to quantify the business impact of training? What if we shifted training’s core focus from learning objectives to
Perspectives and expertise for the learning leader.
Thought Leaders This Issue
During times of dramatic change, we must reevaluate our current business processes and consider how we may need to adapt to move forward.
How do we adequately prepare tomorrow’s workforce while retraining the hundreds of millions of employees whose roles are quickly evolving?
Many people underestimate the challenges associated with behavior change after the COVID-19 pandemic. This change is unprecedented because the pandemic poses specific challenges.
Line of sight is key to both the transfer of new skills, insights and practices to the job and the leadership support required for success.
It simply stands to reason that a well-designed learning event has the highest probability of yielding desirable behavior change.
When designed appropriately, internal hackathons could work very well for companies striving to cultivate cultures of learning.
The responsibility of the training function is not simply to deliver courses but to get learners to behave in a way that achieves business results.
Stepping outside of your comfort zone is scary, discouraging many people from embracing new opportunities or facing their fears.
Info Exchanges This Issue
Vanderbilt University has a growing nursing student population. With the need to train more students on the use of the technology, the university is turning to virtual reality.
Much of cross-cultural training bought in the corporate world is the right solution to the wrong problem and yields low return on investment.
Over the next few years, learning and development opportunities will start to blend in with day-to-day work, making learning more seamless in the flow of work.
It is troubling that those who get promoted into their first formalized leadership position do not get the time and resources needed to be successful.
The goal of sales training is to kick off change or develop new behaviors. But often, training fails to make a sustainable change in sales behavior.
The data is in and, after careful analysis, there are eight major categories of characteristics and skills that people find most desirable in a leader. How do you measure up?
While online meetings have become common in today’s modern workplace – and we are collectively getting better at them – most virtual meetings have room for improvement.
No one wants to work in a toxic culture or with dysfunctional co-workers. But ask them why it happens, and very few can name the root cause that makes people stir up trouble.
To get the best out of teams, the modern leader must nurture psychological safety. Yet, the contemporary organizational environment of constant change seems to actively work against it.