The global pandemic has shifted how work is done across every sector. Some organizations have successfully pivoted, others have closed, and others have even hit new heights in profitability and growth.
Building a More Creative Workplace
Summer 2022
Features This Issue
In three words, effective learning is continuous, immediate and self-directed, while traditional training models are discontinuous, delayed and centralized.
Managers can use their own unique personal presence to help steer their people through transitions and uncertainty.
If you lack a key objective data point in the succession planning process (like the sweetener for the pie), then the results are often poor or mediocre.
What if we had many experts in our organizations? Is it possible to build an organization where experts train others to be just like them?
Contrary to a traditional design process, design thinking focuses on framing the problem before solutions are explored.
Many L&D initiatives focus on delivery, content or even just ticking boxes. Instead focus on what the company wants — behavior change.
If environment shapes our behavior, and our behavior shapes our culture, how can we show up differently to create these small instances of connection?
Callout
Training Industry Magazine
Best practices for developing effective training programs.
Thought Leaders This Issue
As learning and development (L&D) professionals, we know that learning does not occur from an isolated, one-time training event.
Helping learners realize their professional ambitions under such demands requires a more comprehensive approach to performance optimization.
There is much more to an LMS, and it is time we shift our paradigm when configuring and implementing the system from a technology-centered to a learner-centered perspective.
The difference between delivering training and designing training for behavior change is akin to the differences between preparing dinner and experiencing fine dining.
Diversity is not an afterthought. It is intentional and begins with carefully crafted career paths that are inclusive of both the needs of the business and talent.
People want more than the promotion, pay and perks. They want (and in today’s job market, can demand) their work to deliver other outcomes.
If the organization can prove a connection between performance and mental health, they can shift the away from theory to impact on the bottom line.
Info Exchanges This Issue
By mapping learning to employees’ future career goals, they are more likely to pursue them in house.