A training professional’s day-to-day responsibilities can become overwhelming, especially when your focus is on onboarding new employees. How can you focus on training the new employees who depend upon you when you have so many other fish to fry?
While lesson planning takes more time and effort to prepare them during the development process, it is a worthwhile investment. It solidifies the structure of the course and confirms what you need to create a successful learning experience.
All businesses aspire to high-performance productivity. Rather than aspiring to high-performance workplace productivity targets, organizations would be well advised to focus on the goal of developing a high-performance workplace culture.
“We need training on….” Does this sound familiar? Whether the request is submitted via email, in a telephone conversation or even in passing, training requests come in all shapes and forms — often without any evidence of the rationale behind them.
Running training like a business helps L&D organizations generate clear business value through everything they do. It means a transformation from a sluggish cost center to an agile, valuable and flexible cost service that internal customers gladly pay for.
Our perceptions are unique, based on our past knowledge, experience, and cultural norms and assumptions. How might trainers’ biases, inaccurate perceptions, assumptions and expectations affect the success of training and impede in successful learning?
What mindset is necessary for effectively engaging with conflict, diversity and inclusion? It starts with compassion — but not the traditional version of compassion that focuses exclusively on empathy, kindness, caring and selflessness.
How does one go about designing a chatbot? And just how smart can a chatbot be? The primary design sensibility when building your first learning chatbot is to be disciplined in defining the scope of what the chatbot does (and doesn’t do).
As learning professionals, we know that we are often in the public eye. Much like how leaders must practice what they preach, we must be able to create and use job aids and keep reminders handy to help ourselves — just as we do to help our learners.
L&D teams with limited funding and resources can look to design thinking methods to establish a framework that is replicable across industries. This framework serves as the foundation of countless possibilities when it comes to creating timely training.