Learning and development professionals tend to primarily focus on other learners and lose focus on ourselves, but forgetting about your own lifelong education can be problematic.
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Topic: Professional Development
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In order to connect learning to behavior change, L&D leaders must identify the key skills and behaviors that need to change and then determine the appropriate strategies and tools to reinforce the development and sustainment of those skills after training.
While it’s not often admitted in large public forums, one-on-one conversations with L&D leaders indicate their nervousness with the archaic skill sets of their teams.
With so many moving parts to consider (i.e., individual skill sets, departmental structures, technological applications and beyond), learning leaders’ own personal development can become a difficult process to stay on top of.
Choosing the right LMS for the organization is an important responsibility of the training manager – as is making sure the implementation process goes smoothly.
Collecting a few key pieces of data before meeting with a stakeholder can help drive a faster, more productive conversation and elevate L&D from order-takers to trusted advisers, delivering quality and impact.
How does L&D get a seat at the table? What should we say, and not say, when we’re at the table? And how do we keep our seat there? I asked three expert leaders in learning and development for the answers to these questions. Here’s what they had to say.
If you ask an L&D professional what they have in common with their colleagues in Sales, you would probably expect them to say, “Not much.” Yet, even though Sales and L&D have different goals, motivations and pressures, they share the same need to sell.
Especially as the role of the learning leader has come into its own, people are realizing the opportunities they can experience if they join the training field. Here are some tips for “career switchers” entering L&D.
There are many challenges facing learning and development (L&D) professionals today. According to a Training Industry, Inc. research report, about one-third of survey respondents identified content relevancy as a challenge within their organizations.