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.
Discuss the common challenges faced by learning leaders related to company strategy and the structure of an organization, based on data from over 3,500 learning and development (L&D) professionals over the past five years.
The evolution of skills is top of mind for professionals in every industry. Adapting to rapid change has become not only a business imperative but also a demand that motivates learning and development strategies.
Learning delivery models should be in line with their unique needs and avoid the assumption that just because a methodology is a buzzword, it actually works. Let’s dive deeper into the core elements of an effective training strategy.
With the rapid pace of change — in team size and structure and in workplace technology — learning needs to be scalable and efficient. A microlearning strategy can be crucial for your organization’s success.