L&D professionals know how crucial training is to business performance, but proving its value to other parts of the organization isn't a walk in the park.
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Topic: Strategy, Alignment and Planning
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The national Folio: Top Women in Media awards announced this week that Michelle Eggleston, CPTM, editorial director of Training Industry, Inc., has been honored as an “up and comer.”
Let’s face it: Work has become inhumane. Meanwhile, outside the corporate walls, life has taken on a violent and chaotic nature that is perhaps even more stress-inducing than work itself.
For years, we all studied in the same way: a desk, some paper, a pen, and a book or stack of books. That process changed with the computer.
In the first episode of "The Business of Learning," we speak to Amy DuVernet, Ph.D., CPTM, on the competencies training managers need to succeed in their role.
Traditionally, the learning function has been more like baseball, lagging behind changing business dynamics. However, it is slowly evolving into an approach that’s more like basketball. Here's how.
Your organization has a culture, and that culture places a value on certain kinds of behavior. These behaviors are not limited to one job. They are system-wide, and they greatly impact the success of the organization.
Integrating learning agility with new employee orientation has significant potential benefits for organizations in terms of engagement.
L&D is increasingly serving not just internal clients (employees) but also learners outside the organization, such as external partners and customers.
There are many ideas for how to bring the training functions together across a decentralized organization.