Being able to work well with your IT department will not only help keep your training platform running, but it will also ensure that the IT department is staffed with highly skilled experts.
As long as learning and development cannot determine its impact on business results, its value to the organization will be questioned.
The Fourth Industrial Revolution is here, and new skills are already in high demand. The search for these skills drives today’s labor market, and to beat the competition, you must take a fresh look at existing talent.
We’ve come a long way since the early days of workplace video training — from the bizarrely cheesy and wonderful training videos of the 1980s to today’s virtual classrooms and interactive video experiences. Video still resonates with the modern...
How do we sort through all the training options and pick the one that we think will be the most effective? How do we screen all our options? Shouldn’t we look for the observable evidence that training improved something for participants?
No organization wants to undergo an intensive initiative to see it fail. One surefire way to ensure your training initiative will exceed your expected returns is to choose a training provider or curriculum that aligns with your organization’s culture.
L&D leaders are aware of the value learning brings to an organization, from closing skills gaps to improving organizational agility. However, getting executives to see that value, and getting individuals to make time for learning, is a different story.
When organizations roll out any kind of technology, they are seeking efficiency and future-readiness. However, in the absence of a planned and structured roadmap and strategy, the impact of technology is often diminutive.
Research has found that CEOs most want to see the business impact, followed by ROI. The problem is, only 8% of CEOs say they see the business impact from their L&D programs, and only 4% say they see ROI.