These three steps will help us to gain a new level of credibility and impact far beyond traditional expectations of Learning & Development.
‘Digital’ may seem unattainable, and almost alien, to a lot of L&D, because we’re so used to using technology in service of our programmes. But it’s actually easier, cheaper, faster, and better.
It doesn’t matter if you’re e-learning is animated, ‘fun’, interactive, or that you get points for completing it (yawn). If it doesn’t solve a specific problem that you’re people – or distinct groups of them – are experiencing then it’s extraneous.
If your CEO asked you “what do you do in L&D then?” what would you say?
This report, produced by Fosway, outlines Sky’s approach to L&D and makes it accessible, to both experiment and achieve comparable success.
f we scaffold and support actual working, we recognise how people truly learn and grow at work rather than continue the belief that people learn best in classrooms
This is how to make digital work for L&D to equip retail workers with all they need, as they need it, in a way that shapes how they think and act on-the-job.
It’s a well trodden path… A new L&D function is born – or a new custodian arrives into an existing function – and a review is undertaken of ‘what learning is required’. Induction is developed. […]
Don’t buy an LMS thinking it will be ‘the answer’. Workers don’t need it and they don’t need content. They need help with their work and career-related goals.
The point of L&D is to affect performance, from technical and core skills, transitions and change. But somewhere along the line we got stuck running courses.