Could the next significant event in the evolution of the training industry be the post-pandemic era? The answer remains to be seen, but if so, the effect of this era would be the normalizing of remote and virtual training.
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Strategic businesses view the learning and development of their employees as a part of what makes the organization successful. When stakeholders collaborate to create better performance across the business, everyone wins.
It’s been a tumultuous second quarter for organizations around the world due to the COVID-19 pandemic. Every business has been impacted on some level and has had to pivot to meet employee and customer needs — including training organizations.
Over a decade of research points to 10 of the most important best practices for ensuring efficiency and effectiveness in your training function, department or team.
It’s not that learning isn’t important. However, what many participants say they gain most from training has little to do with the content or quality of the learning itself.
If it seems like everything is changing more quickly than it used to, it’s because it is — exponentially so. Moore’s Law has major implications for every aspect of organizational strategy and operations, and training is no exception.
While many training organizations considered strategic alignment a strength before the pandemic, the crisis has made it difficult to align training initiatives with business goals.
Crisis management often kicks in after angry villagers have descended upon the village. Why? Because most companies address the root of a crisis only after a major fallout has occurred.
These days, we don’t even do that much unplugging, as we go from video meeting marathons during work hours to video chats with family and friends after work.
The Comprehensive Internal Consulting Model describes the five phases that help position learning leaders as credible internal consultants to the businesses they serve.