Training is big business and learning and development professionals need to be thinking about ROI, business plans, business cases, etc. This collection of articles looks at the business of learning and development.
Recently I had a chance to talk with Brandon, and my biggest take-away was that it’s silly for folks in L&D to insist on a “seat at the table” where decisions are made in an organization if we haven’t done our homework and identified the needs of individuals and teams we’re working with. L&D professionals shouldn’t wait for someone to tell them to do a needs assessment. We need to be proactive, which is how we bring value to the table.
Of course, once a needs assessment has been conducted, then we need a strategy to address those needs. That’s where Brandon’s concept of a “playbook” comes in.
One of the people on the list was Kevin Yates, a self-described L&D detective doing some of the most important work that can be done in our industry: uncovering the impact and value of learning initiatives.
I had a chance to talk with Kevin about what we should all be doing in the field of learning and development to play the role of L&D detective and uncover the impact and value of our own training initiatives.
If you’re anything like me, you find some cool tools and techniques that work for you, and you incorporate them into your daily practice. Once you feel like you have enough tools and techniques, there’s no need to learn about anything else!
I’ve realized recently that I seem to have stopped learning about new tools, techniques and trends sometime in 2015 or so (Kahoot was totally cutting edge back then!). Recently I had an opportunity to talk with Training Magazine Editor-in-Chief, Lorri Freifeld, about the importance for learning professionals to stay on top of trends, how to differentiate between a useful trend and a “shiny object”, and where learning professionals can get the biggest bang for their professional development buck.
As L&D practitioners, we can’t be like the Cobbler’s children who have no shoes. We can’t go around helping others to do their jobs better, and never think about how we can improve our own craft.
Instructor-left training costs can come in many forms. Financial costs are the traditional way in which this question is answered. “We were able to develop this training program for about $2,500.” But what’s the cost to you?
Just because you develop a training program in-house, doesn’t mean it was designed for “free”. Yes, your time is already budgeted and paid for, but it’s certainly not “free”.
Recessions and economic downturns happen. Many of us have worked – or tried to work – through more than one economic downturn. As training departments tend to be small compared to other departments, how do we stay relevant in tough economic times?
Chris Pirie from the Learning Futures Group sits down with the Train Like You Listen team this week to give us a little history of his experiences in training departments during economic downturns. He takes some time to discuss how this economy is different than others in his experience, and what the business case is for learning and development, no matter what the economy.
JD Dillon is an interesting creature. The best that I can tell, the guy eats, sleeps and breathes talent development. I’ve followed him on Twitter, I’ve seen and interacted with him at conferences. And he’s a total learning geek. So it’s fitting that his company is called LearnGeek.
Earlier this week we shared our latest Train Like You Listen podcast, featuring JD, and we had a chance to talk about organizational learning strategy and a modern learning ecosystem. I want to return to this idea in today’s post because there’s something fascinating about the modern learning ecosystem model that JD offers. It literally turns the tools we typically use in training and development on their heads.
In a post earlier this summer, we looked at a few out-of-office messages that are a bit more creative than the standard email stating the duration of time away and generic languge thanking the author for understanding. The key take away from that post is that we have several opportunities to engage others, and that engagment can be asyncronous. Continue reading →
Generations tend to shift their priorities based on many things, like values and events that happen as they enter the workforce. As the youngest of our co-workers start their professional careers, many are noticing a shift in what they value from their employer in the form of benefits. One interesting thing I have encountered is the priority many people, across generations, are starting to place on learning and development over many other benefits that used to seem like the bee’s knees. Continue reading →
Several weeks ago I introduced our presentation design tool — Soapbox — and asked for volunteers willing to test it and provide feedback in our Beta phase. This week we’ll begin Beta testing on this tool intended to save people time in the design of their training programs.
As our Beta testers have waited to get their hands on Soapbox, we’ve asked them to participate in several short surveys about how they’re currently spending their time. Following are some insights from their responses. Continue reading →