The COVID-19 pandemic has accelerated the adoption of information and communication technologies in almost every aspect of life.
Companies rely on training to upskill employees and drive culture, but many, if not all, learning and development (L&D) organizations face obstacles to successful training.
As a learning leader, you likely grapple with many training challenges, but you may lack context for what’s normal in the uphill battle toward effective training. This report provides that context.
Digitization of the working environment and generational shifts have rendered many training strategies outdated and ineffective. The result is a marginally prepared workforce and a variety of stopgap measures created to address development needs.
Many of us can define behavioral economics through context: seeing economics through the lens of behavior. This is a good start, but there’s much to the field. For talent leaders, behavioral economics may be the most important concept to understand.
To ensure that the organization is using its time, effort and dollars to their greatest value, it’s critical to build in time for a deliberate pause. In fact, slowing down and allowing yourself time for reflection will allow you to speed up.
L&D teams with limited funding and resources can look to design thinking methods to establish a framework that is replicable across industries. This framework serves as the foundation of countless possibilities when it comes to creating timely training.
We need to say more about training’s effect on employee engagement. In fact, it might be time to start leading with that idea. In the continuing battle to attract and retain talent, training has become the not-so-secret weapon for earning loyalty.