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.
It’s been 100 years since the Industrial Revolution, and billions of dollars later, we still struggle to identify the forces and measurable outcomes of training. We have room to make a few giant steps toward making training measurement more of a science.
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.
If you define yourself as a training or learning leader, you have imposed a limitation that will make it difficult to be successful. Why?