If we’re not being asked already, we will be asked for the data, by our leaders and our stakeholders. So let’s develop ourselves and disrupt our own practice before we’re disrupted from outside. This is a huge opportunity for us – and it’s up to us to grab it.
These three steps will help us to gain a new level of credibility and impact far beyond traditional expectations of Learning & Development.
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.
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. […]
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.
‘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 […]
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 […]