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.
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.
Employees crave development. As businesses increasingly align learning goals with organizational outcomes, employees are clearly eager to embrace the opportunities that relevant, personalized, blended learning experiences can provide.
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.