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.
Back to Blogs
Topic: Professional Development
Most Recent
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™.
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.
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.