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.
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Topic: Professional Development
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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.
With multi-modal training programs becoming more common and with so many modalities emerging, it is critical for learning leaders not only to understand these modalities but also to know how to effectively use them to drive learning and business results.
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.
Creating and maintaining strategic alignment between the learning and development function and the overall mission, vision and goals of the organization is the single most important responsibility of L&D leaders.
There’s been a revival of discussion lately on popular forums, including LinkedIn, about the relevance of learning and development as a business entity within a company. Many L&D professionals lament they have been reduced to “order-taking."
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.
Learning leaders often act as performance consultants to stakeholders in their organizations, and consulting is one of the key competencies in the Training Manager Competency Model™.