Depending on your organization and its opinion of human resources (HR) and learning and development (L&D), you either enjoy a strong partnership with the business or are perceived, at best, as an operational and slick processing function.
In recent years, there has been a lot of buzz around the rise of the gig economy. Leveraging a broader pool of talent enables organizations to more easily meet client needs, provide talent in virtually any location and access a specialized skill set.
Many of us can define behavioral economics through context: seeing economics through the lens of behavior. This is a good start, but there’s much to the field. For talent leaders, behavioral economics may be the most important concept to understand.
A definition for strategy that is frequently overlooked but that deserves attention is “an adaptation or complex of adaptations … that serves or appears to serve an important function in achieving evolutionary success.”
Did you know that deep content knowledge is not the only ingredient in the secret sauce of teaching? Most corporate trainers and presenters don’t understand that buy-in is the key to audience engagement and, ultimately, learning.
Depending on the length of their working day, employees are entitled to some time to rest and have lunch. While most workplaces provide a break room for this purpose, many don’t take advantage of the space to improve company culture and promote learning.
Many human resources (HR) teams make this error: They focus on training rather than overall development. Is there a difference? Doesn’t training lead to development? Not necessarily; training is often just the tip of the development iceberg.
In an increasingly digital world, change is accelerating. The increasing speed of change requires continuous learning in almost every job role. With global unemployment rates at the low-water mark, upskilling is more efficient.
No organization wants to undergo an intensive initiative to see it fail. One surefire way to ensure your training initiative will exceed your expected returns is to choose a training provider or curriculum that aligns with your organization’s culture.
The world is becoming an increasingly connected place, and establishing best practices is critical to building a global learning organization. Organizations can prevent centralized groupthink using caution when establishing their governance model.