Features This Issue
Mapping out the learner lifecycle and assigning content that engages them along the way does not only help create unforgettable learning experiences, but also helps with the transfer of knowledge after a training session ends.
Learning as a human need has always been natural and stemmed out of curiosity. In an organizational context, it has often evolved as a reaction to business needs with business being at the center of learning.
Regardless of the industry, there’s an appeal to what’s new and trendy. It’s exciting when the branding of a product changes to something more modern.
An increasing number of learning and development (L&D) professionals are struggling to find a good balance between their global L&D initiatives and their local and business unit operations.
A data-driven learning strategy aligns learning goals with the business and ensures the learning function is putting its design, manufacturing, and reporting capabilities to good use by working on high-value and high-impact initiatives.
Position learning as your organization’s critical enabler by realizing the measurable impact of learning outcomes and business outcomes that deliver a return on your investment.
30 Jan 2018
Here are the five cornerstones with tactics that will help any learning partner or HR professional get a seat at the decision-making table.
Training Industry Magazine
Perspectives and expertise for the learning leader.
Thought Leaders This Issue
The world of corporate learning is undergoing the most radical transformation in a generation. The impact of new technologies, the onset of the Fourth Industrial Revolution and sweeping demographic changes are placing a new set of demands on training.
Today’s workforce is on the move. Between flexible hours, remote employees and global teams, organizations need extra bandwidth to go the distance and meet the training needs of a dispersed workforce.
Through our years of research on what makes a great training organization, we’ve identified eight core capabilities of high-performing training organizations.
When we found out the central theme of this issue was “strategic alignment,” several executive acquaintances flashed through our heads. None was more prominent than the image of David Brennan.
When it comes to diversity and inclusion (D&I), having an aligned strategy is of critical importance. D&I are essentially standalone concepts.
On the surface, “strategic alignment” is easy to understand It simply requires that people executing a business strategy be on the same page.
Working for a global organization oftentimes means working on projects with people from around the globe who have very different skill sets and backgrounds.
In the corporate context, we sometimes allow ourselves to default to the state where strategic alignment means we deliver the program that a leader suggested.
Info Exchanges This Issue
About 15 years ago, FranklinCovey embarked on a journey to transform from a company focused on training content to a company focused on training results.
The impacts of big data analysis can be seen all around us. If you’ve ever bought a product that Amazon’s recommended for you, or found Google predicting the exact term you were about to search for, that’s it in action.
All organizations, regardless of the country where they are headquartered, are struggling with the development and movement of talent to deal with the globally dispersed and culturally diverse workplace and marketplace.
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