By understanding the human brain, learning leaders can help their organizations drive meaningful behavioral change.
Features This Issue
It is a known reality that learners are diverse, so why not capitalize on one of the critical elements of diversity: varied backgrounds, especially professional experience, even if the experience is in various industries.
Training once a month or once a quarter will not work. Many organizations need more employees to be trained daily. However, getting employees to learn daily is easier said than done.
Super-performance is a skill that comes naturally to some people, but anyone can be taught how to raise their performance to a higher level.
Organizational design is the process of aligning and optimizing an organization’s capabilities, culture, structure, processes and technology, people and talent practices, and metrics to drive the achievement of its strategy and goals.
To give your training any chance of being successful, you must prove genuine relevancy. And there is only one way to do that — through a performance diagnostics process.
Employees crave opportunities to learn and grow — but with shrinking learning and development (L&D) budgets, it’s becoming more challenging to offer expansive learning programs.
Studies also show that one-to-one learning promotes greater learning, increased motivation, and also enhances persistence, retention and degree attainment.
Perspectives and expertise for the learning leader.
Thought Leaders This Issue
The structure of our programs needs to evolve to maintain relevancy for every participant — employees are expecting it.
Rather than push back on a request and cause frustration, introduce the concept of performance improvement versus training in your intake process.
How can we as learning professionals who evaluate and utilize performance support technologies think more deeply about their impacts?
"Performance improvement" typically activates the left side of your brain. It does so because traditionally strategic discussions on the topic of improving performance favor facts, data and objectivity.
Companies don’t become great by accident. It takes creative, committed and skillful people to do exceptional work that results in exceptional customer experiences.
Of all the workflow-embedded learning opportunities, experience-based development offers an important and distinctive benefit: Real-time contribution.
When most people think about personal or organizational performance, they think about setting and hitting target goals. If this were as simple as it sounds, why do most people have trouble performing at their best?
Learning and development has an opportunity to develop leaders who advocate for their employees and set them up for success.
Info Exchanges This Issue
How does any company, especially one in a heavily regulated industry, promote an environment where individuals are motivated to perform well?
Now more than ever, companies are looking for scalable, turn-key solutions to upskill their workforces to stay competitive in an evolving market.
When developing a strategy of how to identify emerging leaders, one method is to assess the individual’s hard-line performance and their soft skills.
We are bringing light to a distinction between leadership competencies and leadership capacity because not understanding this distinction severely limits equipping leaders to handle today’s challenges.
This article highlights practices for connecting current programs with other offerings, such as regularly scheduled training sessions, microlearning and self-directed learning.
Today, our teams are the epicenter of innovation, engagement and inclusivity – requiring new capabilities, data and tools to support decision-making and collaboration.
eLearning Brothers has come a long way from its humble beginnings as a learning templates startup that two brothers were running out of a basement in 2009.