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.
Despite the headlines, attention spans are not reducing but perhaps tolerance for workplace learning offerings is?
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 […]
This question was posed to me by Sukh Pabial (@SukhPabial) recently, following a blog he wrote, Adapting, Change and L&D, and a subsequent Twitter exchange. Sukh finished this blog by expressing: “L&D is fundamentally broken […]
“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. […]
As L&D wrestles with how to modernise in a world where most employees go to Google as a first port-of-call, what’s the opportunity for suppliers and coaches in all of this? In short: Greater value […]
As one of the world’s most admired companies, Google clearly get many things right. And having read Work Rules by Laszlo Bock, Google’s SVP of People Operations, I’ll put L&D into that category. This was […]
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 […]