Creating and maintaining strategic alignment between the learning and development function and the overall mission, vision and goals of the organization is the single most important responsibility of L&D leaders.
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By encouraging a free flow of knowledge and ideas, informal learning makes knowledge and information more readily available to employees on their own, self-directed terms.
One challenge many L&D leaders face is getting a seat at the executive table and making sure executives understand the importance of - and provide budget for - training.
Tech training impacts organizations’ processes and functions as businesses have shifted to digitization. Understanding the skill gap, identifying the roadblocks and developing effective learning programs will help organizations meet their business goals.
Having a L&D strategy is widely recognized in the training profession as a vital cornerstone to driving business success. Do the individuals at the top of the org chart feel the same way?
Learning and development (L&D) professionals consistently say their biggest challenge is a lack of resources – but that’s not the perspective of executive leadership, who generally believe training is funded appropriately.
Having a sound learning and development (L&D) strategy is widely recognized in the training profession as a vital cornerstone to driving business success. Do the individuals at the top of the org chart feel the same way?
While this issue can’t be solved overnight, here is some guidance that will help you on your journey to quantifying your value to your business partners.
L&D holds an important position in an organization. The quality of the training that L&D creates must not only meet instructional design standards but also the standard of purpose, which we characterize as business or operational goals.