Back to Magazine Articles
Topic: Strategy, Alignment and Planning
Most Recent
The U.S. is experiencing historically low levels of unemployment. As a result, L&D, talent management and HR thought leaders are declaring that the war for talent is over.
The focus on client acquisition needs to be turned on its head, and the HR “customer” – the employee – needs more attention.
Oh, the shiny things! We are all attracted by the latest, flashiest (no pun intended) tool or technique that will cure all the issues with our death by PowerPoint event.
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.
While one report indicates that the U.S. market for mobile learning will grow to $37.6 billion by 2020, the figures may rise even more considering the success companies have experienced using m-learning.
Power Digital Marketing recently rolled out a unique company initiative that invests in the growth and development of our majority-millennial staff.
Leaders believe they have a compelling story to tell, but through the eyes of the employees, the opposite is often the case. This is true at the highest levels of the organization as well as with functional leaders, like in learning and development.
Changing culture is hard work and needs an ongoing commitment to work with senior leaders, managers, teams, the HR department and even suppliers.
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.