Part One of this two-part series introduced the CONA L&D initiative. The final article expands on Part One and shares the results of the initiative.
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Topic: Strategy, Alignment and Planning
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Global talent trends have cascading implications for L&D organizations as they determine how to support their businesses on a global scale.
The one question you must be able to answer to communicate to your vendor, to your management team and to your sales force is: What do you want your representatives to be able to do differently as a result of the training?
The training organization is a key business area that must be led strategically by innovative executives. CLOs and training managers must lead the change.
Any evaluation method should be easy to grasp for employees of all levels. This method therefore contains only four dimensions: resonance, resources, relevance and rock ’n’ roll.
Teams of high-performing individuals working together are never developed by accident but are the result of purposeful and targeted recruiting and development.
Many learning and development professionals find themselves with the problem of how to encourage employees to engage with learning.
When creating our paths at Honkamp Krueger & Co., we consider all types of learning opportunities and all learning styles.
When one of these four statements is true in your organization, it might be best not to start training online (yet).