As a training leader, you know that the skillful delivery of training enables teams to be more efficient — leads to increased productivity; lowered costs; and a happier, more engaged workforce (which, in turn, reduces employee turnover).
Over the last few years, artificial intelligence (AI) has emerged as one of the most disruptive forces affecting organizations and individuals alike. This massive wave of change has a far-reaching impact on the way organizations function.
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.
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.
To engage learners, trainers must understand their biases and cultural assumptions, as they impact the connection and relationship they form with learners. Additionally, learning professionals must consider these biases as we create training objectives.
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.
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.
So, you’re in a new global learning and development (L&D) role. As you start having conversations with stakeholders, the complexity and enormity of your situation is sinking in. There’s good news: You don’t have to do everything at once.