Features This Issue
Mapping out the learner lifecycle and assigning content that engages them along the way does not only help create unforgettable learning experiences, but also helps with the transfer of knowledge after a training session ends.
Learning as a human need has always been natural and stemmed out of curiosity. In an organizational context, it has often evolved as a reaction to business needs with business being at the center of learning.
Regardless of the industry, there’s an appeal to what’s new and trendy. It’s exciting when the branding of a product changes to something more modern.
An increasing number of learning and development (L&D) professionals are struggling to find a good balance between their global L&D initiatives and their local and business unit operations.
A data-driven learning strategy aligns learning goals with the business and ensures the learning function is putting its design, manufacturing, and reporting capabilities to good use by working on high-value and high-impact initiatives.
Position learning as your organization’s critical enabler by realizing the measurable impact of learning outcomes and business outcomes that deliver a return on your investment.
17 Oct 2017
Here are the five cornerstones with tactics that will help any learning partner or HR professional get a seat at the decision-making table.
Training Industry Magazine
Perspectives and expertise for the learning leader.
Thought Leaders This Issue
The world of corporate learning is undergoing the most radical transformation in a generation. The impact of new technologies, the onset of the Fourth Industrial Revolution and sweeping demographic changes are placing a new set of demands on training.
Today’s workforce is on the move. Between flexible hours, remote employees and global teams, organizations need extra bandwidth to go the distance and meet the training needs of a dispersed workforce.
Through our years of research on what makes a great training organization, we’ve identified eight core capabilities of high-performing training organizations.
When we found out the central theme of this issue was “strategic alignment,” several executive acquaintances flashed through our heads. None was more prominent than the image of David Brennan.
When it comes to diversity and inclusion (D&I), having an aligned strategy is of critical importance. D&I are essentially standalone concepts.
On the surface, “strategic alignment” is easy to understand It simply requires that people executing a business strategy be on the same page.
Working for a global organization oftentimes means working on projects with people from around the globe who have very different skill sets and backgrounds.
In the corporate context, we sometimes allow ourselves to default to the state where strategic alignment means we deliver the program that a leader suggested.
Info Exchanges This Issue
About 15 years ago, FranklinCovey embarked on a journey to transform from a company focused on training content to a company focused on training results.
The impacts of big data analysis can be seen all around us. If you’ve ever bought a product that Amazon’s recommended for you, or found Google predicting the exact term you were about to search for, that’s it in action.
All organizations, regardless of the country where they are headquartered, are struggling with the development and movement of talent to deal with the globally dispersed and culturally diverse workplace and marketplace.
Making sure you have the right people to train may seem like a blindingly obvious statement. Yet it is not unusual to find a disconnect between the way that recruitment is done and the learning function.
At this point, it’s well established that modalities like microlearning and social learning are here to stay. Research shows that they’re effective in helping employees not only learn but retain information and skills. Another trend that’s become a reality
Susan was proud to teach the flagship leadership development program that had taken so much time and effort to build. At the end of the class, she launched the company’s electronically administered, standardized post-program evaluation. And 90 days later,
I know you’re probably thinking “My company is based in the United States, I don’t need to offer training in multiple languages.” That may very well be the case, but:
The Leadership Development Center (LDC) of the United States Coast Guard works to improve the leadership ability of all Coast Guard members. As its members increase in rank and responsibility, the LDC must fill the performance gap by helping them to better
Experiential learning, or learning by doing, amplifies knowledge retention by putting the learner in the center of the action – whether in the context of the workflow, a virtual simulation or working through a game-based learning scenario.
There are many tools and techniques at our disposal to enhance the learning experience. Each have their advantages, disadvantages and a place in education and corporate training.
After a golf lesson, my handicap dropped from 11 to 5. One piano lesson prepared me for the recital. I participated in a sales bootcamp, and now I’m trained and ready to hit the streets.
Explore professional development options for the learning leader.