By being clear on outcomes, you become focused on supporting the organisation with something it cares about; increasing L&D’s currency; and doing things that matter. You also know what measures you’re monitoring to ensure you’re doing the right things.
These three steps will help us to gain a new level of credibility and impact far beyond traditional expectations of Learning & Development.
If, like many of your L&D peers, employees in your organisation tell you they prefer classroom training, it’s important to understand their preference in relation to the perceived alternatives. I say this because I don’t […]
‘Resources-first’ describes the approach of tackling employee performance and capability issues with digital resources, addressing specific work challenges for distinct employee groups, accompanied by supplementary activities (which may include a face-to-face or educational element… or […]
“Curation replaces noise with clarity. And it’s the clarity of your choosing; it’s the things that people you trust help you find. We [L&D] need to be the people that organizations trust to help replace […]
I heard a Learning & Development leader from a major international brand remark recently that despite launching a new suite of online learning programmes to their business, only 5 people had accessed them at all. […]
Social Learning is the preeminent term in Learning & Development at present. It is, however, as mystical in practice as it is prominent in rhetoric. The problem with understanding what Social Learning can do for […]
The first Digital Learning Network Meetup brought a broad mix of people together who were both interested and intrigued by the potential of learning technology in their professional contexts. We had people there from big […]
If you’re like me then you’re using your mobile devices to keep you on track, to help you collaborate with colleagues, connect to peers, stay informed with what’s going on, and be inspired to learn. […]