January: Social doesn’t have to mean unmeasurable. Seven methods can help learning leaders put hard numbers to soft investments.
As employers clamor for versatile workers possessing deep and wide skill sets, businesses are partnering with academic institutions to develop them.
The odds are that these research results will help you develop a world-class development program for high-potential leaders.
Alex Moore interviews Doug Taylor about his April Public Manager article, “Training to Boost the Citizen Experience.”
An improved knowledge management framework helped this tech support team increase end user satisfaction.
Learning becomes a community-wide idea at DaVita where each team member creates his personal credo and determines what’s important to him. Learning Executives Briefing spoke with the leader of learning efforts at DaVita, Steve Priest. The company’s efforts extend to 43 states and the District of Columbia, and its teammates care for approximately 117,000 patients.
Although the importance of developing people is growing, many managers lack the knowledge, capability, and organizational support they need to put the right practices in place.
Use emerging technologies to incorporate informal and experiential learning into training activities, and optimize learning and performance.
The fast-food giant solidifies its commitment to learning, and at 50, shows no signs of slowing down.
Development programs should help employees convert tasks into workplace habits.
This episode of The Public Manager podcast includes a discussion of government hackathons and an interview with Lynne Feingold about peer coaching in government.
Mark Miller, a business leader, bestselling author, and communicator, began writing about a decade ago. He teamed up with Ken Blanchard, co-author of The One Minute Manager, to write The Secret: What Great Leaders Know and Do. Today, almost 400,000 copies of The Secret are in print, and it has been translated into more than 20 languages.
Tying learning to strategy at Verizon.
Embracing a bold digital learning strategy, Adobe helps new employees find their bearings using a highly engaging, scalable method that pushes the boundaries of virtual classrooms.
Cognizant Academy develops learning initiatives with an eye toward the future.
The rise in global leaders creates a need for skilled global coaches to assist them.
Comparing and contrasting the needs and challenges of talent development departments around the world.
Organizations in the Middle East are aligning training delivery and content to Millennial wants and needs.
Many of TELUS’s initiatives rely on a leadership framework that is clear, succinct, and tailored to a work environment of virtual teams that are managed at a distance and assessed on outcomes rather than tasks.
Design and develop a learning game using these nine steps.
How gaming techniques can help boost employee engagement and productivity.
Game-based learning can turn disconnected, bored learners into engaged participants.
The features that make games fun are exactly what need to be incorporated into workplace training.
Convincing upper management to use simulation-based learning is part of the battle. It’s understandable for senior executives to be dubious about the new era of 3-D games and immersive worlds now making their entrance onto the corporate learning stage. Although ubiquitous within Generation Y as an entertainment option, 3-D games and virtual universes like Second Life are being utilized by a relative handful of organizations as learning tools.
The Mayo Clinic developed a replicable method for innovation that resulted in solutions benefiting patients.
AlliedBarton secures more than just buildings by making employee learning, development, and career advancement opportunities a big priority.
The opportunities to broaden the reach of the L&D department, and promote participant interaction and shared learning, are now limitless with social media.
How to develop and implement a systematic approach to talent development.
Six research-based ideas to help new managers flip their thinking from me to we.
Seven practices for sustaining a resilient learning organization.
How virtual and augmented reality can transform training.
Lowe’s defines the link between customers and employees, and highlights the crucial role of engagement in achieving enterprise-wide results.
Manager-employee career discussions are the first step toward an all-encompassing organizational career development program.
This excerpt is from a Q&A with Lois Zachary, president of Leadership Development Services. In it, Zachary explains what executives can do to encourage a mentoring culture in their organizations.
Making the transition from boots to briefcases can be a harrowing journey for veterans new to the civilian workforce. Learning teams are central to helping these new hires find success.
While it is true that 70 percent to 90 percent of the learning that takes place in the workplace is informal, formal learning is still valued by workplace learning professionals.
A successful multi-year learning initiative helped Universal Weather & Aviation maintain customer and employee centricity as the company continues its growth.
A transparent way for leaders to gauge their competencies involves a combination of self-assessments and 360 feedback in a simulation setting.
Develop and grow a flourishing one-person sales enablement function.
The flipped learning model enables instructors to enhance the classroom experience with less lecturing and more activity.
BB&T uses cutting-edge learning management technology to bring agility to regulatory and policy training.
Where an organization’s options regarding retirement are not constrained by a traditional defined benefit pension plan, retaining people, rather than rehiring them after their formal retirement, is the preferred course of action.
A new study suggests that even with an improving economy, companies are not likely to bulk up. Learning leaders need to be ready to upskill managers to handle higher head counts in flatter organizations.
Get started on the right foot.
One of the biggest sources of corporate angst is finding and keeping good talent and developing them to serve the corporate purpose.
To thrive in the new economy, companies must recognize that employee training and leadership development are ongoing processes that have a direct and meaningful influence on the bottom line.
Informal mentoring is about being in the right place at the right time and fostering boundless professional support and guidance within organizations.
This podcast was sponsored by Peck Training Group, linking people to their potential through formal and informal learning options, such as training, webinars, coaching, and online tools; www.pecktraining.com.
Use stories about training successes to engage key stakeholders.
Frequent reorganizations disrupt performance at all levels, and traditional succession planning alone does not help. Blending knowledge management and leadership development with succession planning overcomes these deficiencies.
CEO s play a vital role in developing global leaders.
A professional and peer coaching program at the Bill & Melinda Gates Foundation has improved individual and organizational performance.
High-potential initiatives and leadership programs are top priorities in the business world as companies focus on succession planning and the development of future leaders. As companies define skill gaps, executive presence becomes a hot topic and an urgent priority.
Why do senior executives insist on coaching for their employees? Because executives now believe that coaching has become invaluable. They recognize that it can increase the quality of leadership skills at all levels, improve retention of leaders, help new leaders succeed, and address management behavior problems.
Show value by learning to align initiatives, collecting data, and demonstrating the impact on business results.
Position innovation as a learnable skill and a routine part of doing work.
Sources of bias cut across all four levels of evaluation.
Effectively demonstrate the value of your training by steering clear of these evaluation mistakes.
Managers must be involved in succession planning to avoid being unprepared when a key player suddenly leaves.
Entrepreneurs are skilled at using learning to achieve their goals and fulfill a vision. The common learning patterns seen in entrepreneurial business leaders can be adopted.
Keeping business strategy in sight, Carter & Burgess creates a turnover turnaround.
Business leaders often complain that the learning function is removed from the business, but these same business leaders fund the learning investment. So what do these leaders want?
Without engagement, organizations are fostering a zombie-like workforce, which can thwart all change efforts.
Two questions that plague trainers are, “When should I involve my audience?” and “What kinds of activities might they be ready to engage in?” Those of us who are out there in the trenches, either teaching face to face or in a teleconference environment know that the more we engage our audience, the more they learn.
Low scores on the Federal Employee Viewpoint Survey prompted OSHA to prioritize making improvements.
Rita Smith, vice president of Enterprise Learning, spoke with Learning Executives Briefing about the challenges of meeting the learning and development of Ingersoll Rand’s salaried workforce.
A fast-growing pharmaceutical company relies on robust systems to onboard, train, and retain employees. Lupin Ltd.’s L&D head explains how it’s done.
Alex Moore interviews Mika Cross about the value of employee assistance programs for employees at all levels.
Trainers, coaches, and organizations must be wise to what EI means, what different models exist, and which methods best measure it.
Digitization is causing employees to feel less connected to the people they work with and the work they do.
People with authority sometimes behave in ways that negatively affect team dynamics. Shadow learning teaches leaders to recognize and address those behaviors.
Common conflicts may arise among the mixed generations, but keep training events on track with proper design and delivery.
Attrition challenges led EY to re-evaluate its employee engagement and career planning strategies.
This article examines PepsiCo CEO Indra Nooyi’s Performance with Purpose program operating principles and programs that offer company leaders the opportunity to work to achieve an integrated life, and many of them are seizing it.
It would be nice to think that a well-designed e-learning lesson will break through any obstacle in its way and will illuminate the light bulbs of all learners who touch it. The reality, however, is that many perfectly good e-learning lessons have wilted and died for reasons that are completely unrelated to the design and content.
Experts, visionaries, and skeptics had plenty to offer about the state of e-learning this year.
Time- and cost-effective ways to make e-learning usable for learners with and without disabilities
New data on e-learning usage does not signal the death of the classroom. And despite some of the buzz, the face of e-learning has not aged much over the past several years.
Ideas and insights on the skills needed for leaders of remote employees.
Alex Moore interviews Mike Hussey, chief information officer for the State of Utah.
Editor Paula Ketter details what to expect in the November 2016 issue of TD magazine.
Editor Paula Ketter details what to expect in the January 2017 issue of TD magazine.
Editor Paula Ketter details what to expect in the November 2017 issue of TD magazine.
The role of the trainer has evolved during the past few decades. It is time for learning and development professionals to embrace this evolution and begin to change the way they design and deliver training; and accept their roles in different areas of the organization.
Although spending on workplace learning has increased during the past 15 years, one thing has remained constant: Training and development is a key organizational investment.
The 2015 BEST companies epitomize the essence of the BEST Awards: They have created a culture that uses learning as a strategic business tool; supports talent development as a critical need to acquire, retain, and engage employees; and increases productivity to reducing time to efficiency.
Two feature articles in this issue of TD are all about helping you, the talent development professional, develop career resiliency and find the strength to make a late-in-life change if one is necessary.
MHSThis podcast is sponsored by MHS. Leaders tend to score higher in emotional intelligence than the general population. An even more specific benchmark is assessing how leaders compare to other top leaders. The EQ-i 2.0 Leadership Report gives you that benchmark. Assess, Predict, Perform. For more information, visit http://ei.mhs.com.
International expansion is changing the way companies find and develop talent, and create great global leaders.
Now is the time to hone your skills as a story writer and storyteller. Pay attention to the everyday activities that go on in your workplace, and look at the situations, good and bad, as a way to teach others.
For 2014, change your mindset to include virtual training as part of your training culture.
Editor Paula Ketter details what to expect in the August 2017 issue of TD magazine.
As workplace learning and performance professionals, it is your job to help employees successfully progress into the next phase of their careers. But what is the next phase?
While many think that innovation is problem solving, it is more than finding a solution to a challenge or issue. It is not stopping at the first solution, but rather listening to all solutions and ideas before choosing the best one.
When you read the first two feature articles in this issue of TD, there is one common theme: Effective leaders need to learn to lead.
The science of learning is changing the way talent development professionals design and deliver training. By using brain science for more effective learning programs, organizations can improve knowledge, skills, and performance.
These training and development departments don’t rest on their laurels. They push the envelope on training, year after year, to find new ways to strengthen their organization’s learning culture.
Promoting an employee into a leadership position can be an exciting time, both for the employee and the organization. But as a talent development professional, your job is only beginning with that employee.
Developing talent remains valuable in all organizations and industries. Read the feature article by Laurie Miller to see how your organization measures up against the industry averages.
Business leaders recognize that their employees are critical to achieving success in this fast-paced knowledge economy. It is now time for you, as training professionals, to prove the value of human capital by measuring the impact of employee development on the success of your organization.
Editor Paula Ketter details what to expect in the September 2017 issue of TD magazine.
The cover article takes us on a journey through many of the workplace myths that have become commonplace in our minds.