The workplace is shifting from a top-down management model to a culture of leaders who can influence and impact change across the business.
Tag: learning and development
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Frontline capability building is emerging as one of the key growth levers of global companies. They all realize that it is through every transaction carried out by their frontline - where the company meets the customer - that their strategies are primarily
Today’s business landscape includes mergers and acquisitions, financial downturns and structural realignments (among other challenges), which can create downward pressures that ultimately reach learning groups.
The day has finally come. After years of long hours and hard work building expertise and trust, you have the green light on a career-defining opportunity: you’ve been tasked with developing a mission-critical, large-scale learning program.
As the workforce becomes more diverse, not only from a generational perspective, but also bringing with it an array of educational, technical and anecdotal backgrounds, course designers face more challenges than ever to deliver compelling content.
L&D leaders are constantly trying to figure out if there is a skeleton key to open the door to a 100-percent engagement rate. As a result, many industry discussions are concentrated on how to improve unimpressive to marginal engagement numbers.
There has never been a question that the role of the learning leader is to improve the performance of the organization by introducing, when necessary, an intervention to change the way employees perform.
Most of our actions are determined by our environment. Whether at work or play, our environment dictates how we behave and respond more than most of us realize.
It's been more than 15 years since Marcus Buckingham and Curt Coffman began sharing the Gallup organization's research on employee engagement. It was a great breakthrough.
In today's workplace, there's an unseen force influencing our decisions. Multiple studies show that: