Handling digital transformation effectively is not a luxury but rather a necessity to organizational survival, regardless of the size of the organization.
One challenge many L&D leaders face is getting a seat at the executive table and making sure executives understand the importance of - and provide budget for - training.
Training and retaining skilled IT employees can be challenging in today’s competitive job market. Companies must prioritize learning and development (L&D) initiatives for their IT workforce or risk losing their top talent.
Having a L&D strategy is widely recognized in the training profession as a vital cornerstone to driving business success. Do the individuals at the top of the org chart feel the same way?
Learning and development (L&D) professionals consistently say their biggest challenge is a lack of resources – but that’s not the perspective of executive leadership, who generally believe training is funded appropriately.
How does L&D get a seat at the table? What should we say, and not say, when we’re at the table? And how do we keep our seat there? I asked three expert leaders in learning and development for the answers to these questions. Here’s what they had to say.