By encouraging a free flow of knowledge and ideas, informal learning makes knowledge and information more readily available to employees on their own, self-directed terms.
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Topic: Strategy, Alignment and Planning
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Conventional wisdom may have been successful for decades, and both managers and employees are attached to it. But most of us are now experiencing pressure against long-standing business models and ways of working as a result of advances in technology.
If we don’t change the habits that we want changed, we won’t see the results that we want to see. Enter two-a-days.
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.
One challenge many L&D leaders face is getting a seat at the executive table and making sure executives understand the importance of - and provide budget for - training.
According to Gallup, 87 percent of employees worldwide are not engaged. The reason is simple: Organizations are flying in coach, instead of upgrading to first class.
A toxic workplace can look like the flu. They’re both unpleasant (sometimes downright nasty) and cause all kinds of physical ailments. People go to great lengths to avoid them and often call in sick. And a toxic culture and the flu are both contagious!
At a time when AI is quickly altering the way we operate, adapting humans’ roles to emphasize different skills is climbing up the priority list. AI won’t replace humans; instead, humans who use AI will replace humans who do not.
This playbook uncovers key skills and resources that define what great leaders do to manage change and establish a winning culture in order to increase engagement with their company's most valuable asset: its people.
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.