Training Industry, Inc. research has found that many learning and development (L&D) professionals must achieve their goals with limited access to resources. They are finding ways to strategically plan around these limitations to do more with less.
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Topic: Professional Development
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It is time to step away from the old, soon-to-be-obsolete model. Building and delivering effective solutions takes new mindsets and capabilities.
L&D professionals know how crucial training is to business performance, but proving its value to other parts of the organization isn't a walk in the park.
In the first episode of "The Business of Learning," we speak to Amy DuVernet, Ph.D., CPTM, on the competencies training managers need to succeed in their role.
There are many ideas for how to bring the training functions together across a decentralized organization.
Over the years, the training profession has created a learning system that essentially consists of offering courses and checking a box. We can continue going down the same path, but we’re at a crossroads in the industry.
By now, most of us are well aware that there is a gender gap in both pay and leadership representation. We also know that the gap is different depending on the industry or job role. So, how are women faring in learning and development?
Strategic planning is critical to successful organizations, as it provides forward-looking direction, outlines measurable goals, helps guide key decisions, and provides structure for evaluating progress and data for taking corrective action.
The Training Manager Competency Model™ is a tool training managers can use for their professional development and to support the development of a high-performing training organization at their company.
As training professionals, we routinely enable others along their career paths, but we aren’t always consistent about facilitating our own careers. Like the proverbial cobbler, we make for others, but rarely ourselves.