This new e-book tackles seven of the most common problems L&D managers experience and how you can tackle them and improve your learning offerings at the same time.
Earning a certification can help us look outside our own organizations and comfort zones to gain valuable insights into other industries, share best practices, learn about emerging technologies, and connect with colleagues across the L&D community.
Being “people people”, L&D professionals tend not to have huge egos that crave constant approval from others. Rather, they express concerns that their hard work hardly rates a “thank you” from senior managers.
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.
I consider the CPTM to be the most effective preparation for becoming a chief learning officer, thanks to knowledge, skills and abilities I have obtained to run training programs.
In today’s increasingly competitive world, companies are continually looking for ways to evolve and transform their organizations. Developing a curriculum that truly focuses on the individual is the best way to extract both raw talent and potential.
Learning and development professionals tend to primarily focus on other learners and lose focus on ourselves, but forgetting about your own lifelong education can be problematic.
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.
With so many moving parts to consider (i.e., individual skill sets, departmental structures, technological applications and beyond), learning leaders’ own personal development can become a difficult process to stay on top of.