We need to say more about training’s effect on employee engagement. In fact, it might be time to start leading with that idea. In the continuing battle to attract and retain talent, training has become the not-so-secret weapon for earning loyalty.
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Leaders at all levels who honor these requests are positioned to establish or validate their credibility and the credibility of their information. They are more likely to influence an executive audience.
By showcasing the ROI of L&D and, in turn, proving its value as a function within the organization, internal champions can help learning leaders gain the executive support and buy-in they need to deliver learning initiatives that drive change.
Whether you’re looking to improve your performance, or you’re focused on taking the next step in your career, if you want you organization to pay for your training, you’ll need to get your manager to sign off on it.
You know the value of learning to the future success of your organization is as high as the value of any other key function. But your experience has also taught you the difficult process of defending your budget or receiving buy-in from senior leaders.
We know that a well-executed training program can improve performance, increase employee engagement and more. But outside the L&D function, do senior leaders and executives see L&D the same way?
A learning platform is a big investment, so you’re going to have to plead your case to executives and prove to them that a next-gen learning platform is worth the coin.
Learning leaders need to engage with executives with the understanding that they may believe in the value of training, but nothing else is guaranteed.
If you’re presenting to a group, structure a narrative that speaks to as many constituencies as possible. A flexible story that includes multiple characters and addresses their conflict demonstrates that you have broad considerations about who is...
A strong learning culture is a competitive differentiator; however, it's not enough to throw new learning technology into the enterprise and expect it to be successful. Change requires a plan.