By showcasing the ROI of L&D and, in turn, proving its value as a function within the organization, internal champions can help learning leaders gain the executive support and buy-in they need to deliver learning initiatives that drive change.
With multi-modal training programs becoming more common and with so many modalities emerging, it is critical for learning leaders not only to understand these modalities but also to know how to effectively use them to drive learning and business results.
In order to connect learning to behavior change, L&D leaders must identify the key skills and behaviors that need to change and then determine the appropriate strategies and tools to reinforce the development and sustainment of those skills after training.
There are many challenges facing learning and development (L&D) professionals today. According to a Training Industry, Inc. research report, about one-third of survey respondents identified content relevancy as a challenge within their organizations.
Many learning and development (L&D) professionals are responsible for leading a function while also pursuing their own professional development with limited access to resources.
Training Industry, Inc. research has found that many learning and development (L&D) professionals must achieve their goals with limited access to resources. They are finding ways to strategically plan around these limitations to do more with less.
L&D professionals know how crucial training is to business performance, but proving its value to other parts of the organization isn't a walk in the park.