Developing a training program that has the power to improve business results is difficult in its own right. Developing a global training program that has the power to improve business results presents a new set of challenges for learning leaders.
There’s currently 350 languages spoken in the U.S. and 7,111 languages spoken around the world. However, by harnessing the power of technology, L&D professionals can bridge language barriers in global training programs and set learners up for success.
When a learning program needs to scale, the list of variables that could cause expenses to balloon can grow exponentially. With a solid plan for expansion, creating and deploying custom content to a global organization won’t sink your L&D initiative.
New technologies are rippling through global workforces. In the race to acquire competencies, some companies are turning first to hiring and others to outsourcing. Meanwhile, many employees, especially in remote locations, are left behind or high and dry.
How much of global spending on corporate training it is spent on initiatives that are strategically global? Our discipline has the potential to connect people, to create shared understanding and values, and to accelerate change.
Global sales training is frequently a Herculean endeavor. A successful, company-wide, international training event can create consistency across the organization, bolster a sales organization’s revenue long-term and improve frontline reps’...
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.
Coaching, training and selling have many things in common. They are all about focusing on the customer (whether that customer is internal or external), understanding their specific needs, and taking them on a journey of discovery and commitment.
Regardless of where a company is headquartered, people often believe the company and its employees think and function the same way at every location. This HQ-centricity creates cultural blind spots that hinder the success of global implementations.