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.
If your L&D team is growing, it’s important to ensure that you find the best candidate for the job – and that you position your organization so that that person will accept the job. Here are some tips to help.
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.
Regardless of the form of the request, the most important predictor of your solution’s success or failure has nothing to do with the training itself. It’s how you manage the initial contracting for the engagement.
The ability to understand, analyze and apply data is essential to roles across training and HR teams. Unfortunately, there is evidence that this skill – known as data literacy – is lacking not just in HR and L&D but across the organization.
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.
Training professionals tend to prioritize the development of others, but their own professional growth is essential to the continued success of their training organizations.