As leaders in learning and development, we are continually tasked with influencing others. Sales might have a bad rap, but it is misunderstood. The sales profession has mastered the skills and strategies necessary to influence people.
It’s been 100 years since the Industrial Revolution, and billions of dollars later, we still struggle to identify the forces and measurable outcomes of training. We have room to make a few giant steps toward making training measurement more of a science.
Leadership coaching continues to grow beyond an estimated $2 billion-sized industry. As companies continue to invest in leadership coaching, the need to manage and measure coaching's impact is critical.
Digital training content is becoming more popular, especially for frontline workers. In addition, learning leaders are reporting increasing pressure to prove that their programs are making a positive impact on business results.
Talent development initiatives may fulfill some organizational objectives, but long-term sustainability of these initiatives is an often overlooked variable. Applying the Surround Strategy Model to view incoming requests through four organizational lenses
The golden rule that one size fits one is key to designing high-impact training and development. The modern-day team performance acceleration efforts often fail, with no lasting value, due to the overly programmatic nature of the training effort.
Anyone who has participated in a training event is familiar with open-ended survey items like this one: “Please provide any additional comments you have about the training program you just completed.”
Only 5 percent of learning and development (L&D) organizations excel at using data to align learning with business, according to a recent Bersin report, and 59 percent have trouble connecting learning with business outcomes.