Many learning leaders are operating consulting businesses of their own or operating training departments of one. If you’re one of them, here are four tips on how to run your training department as if it were a business of its own.
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Learning and development (L&D) leaders must navigate a variety of obstacles to ensure training is delivering what it's supposed to: business impact.
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.
Have you ever considered the competencies you need to perform your job effectively? Which skills are most important for training managers to develop, and how can you be sure you are cultivating them appropriately?
Running training like a business helps L&D organizations generate clear business value through everything they do. It means a transformation from a sluggish cost center to an agile, valuable and flexible cost service that internal customers gladly pay for.
Your team is growing, and your current managers are overwhelmed. You need to hire and/or promote more managers to support your team. Beware of your first instinct: to promote the best performer on your team or hire the first manager who seems capable.
Whether you are looking to enter the industry or make yourself more valuable to your company and earn a raise or promotion, this data will help you chart out a path to accomplish that goal.