Preparing New Leaders for Frontline ManagementCynthia Clay
60-minute webinar making the business case for training of emerging leaders inside organizations. Introduces NetSpeed Leadership for frontline management development.
How Content Strategy Drives the High Impact Learning OrganizationXyleme
According to research by Bersin, profits from High Impact Learning Organizations (HILO) grew three times faster than other organizations studied. So, what makes some Learning & Development organizations better than others? One core capability is Learning Content Strategy.
In this webinar, David Mallon, VP of Research at Bersin by Deloitte, will dive into the evolving nature of learning content and share findings from Bersin’s recent High Impact Learning Organization report. Joining David will be Michael Miller, Process and Standards Supervisor at Caterpillar, Inc. Together they will discuss how eLearning has become a small part of the larger pie that now includes the delivery of contextual-based content at the right time and in the right format to drive performance outcomes. Key takeaways for Senior Learning & Talent executives will include the methodologies used by HILOs to build a sustainable content strategy that helps companies solve business and operational problems.
1. Leadership plays a key role in fostering innovation through challenging current perspectives, creating freedom for employees to experiment, and inspiring curiosity.
2. Effective leadership development requires moving beyond isolated events to an ongoing journey through a blend of formal training, coaching, on-the-job experiences, and informal learning.
3. Identifying high-potential leaders requires considering a variety of factors beyond just performance, such as leadership promise, adaptability, and learning agility.
4. To enhance business and people outcomes, organizations must revolutionize outdated management cultures by making processes more adaptive, spreading decision-making, and prioritizing innovation and growth over rigid hierarchies.
The document discusses how organizations can build capabilities in their people to engage employees, grow revenue, and improve efficiency. It specifically discusses how building capabilities in leadership, management skills, customer focus, sales, operations and other areas can help achieve these goals. The document then describes how a company called Latitude provides e-learning content, a learning platform, and advisory services to help organizations develop these capabilities in a cost-effective way using blended learning solutions. It provides details on the types of content, features of the platform, and services Latitude offers to design, implement and measure the impact of learning programs.
Preparing New Leaders for Frontline ManagementCynthia Clay
This document discusses the importance of developing emerging leaders and frontline managers. It notes that frontline managers make up 50-80% of managers but often do not receive adequate training and development. This can negatively impact performance, employee engagement, and retention. As Millennials move into these roles, their preferences for learning, such as online and collaborative styles, must be taken into account. The document promotes NetSpeed Leadership 2® as a solution to develop skills in self-development, performance management, team performance, and organizational impact. It provides delivery options to train emerging leaders.
This document outlines a survey to assess performance and importance of six learning functions across 50 areas of development. The six functions are general management, relationship management, operational efficiency, leadership development, service delivery, and systems and infrastructure. Respondents will self-rank their performance and importance in each area, and business leaders will also rank performance and importance. The results will be discussed to identify gaps and opportunities for improvement. Contact information is provided to receive the survey form.
Strategic Partnerships to Infuse Technology in Student AffairsStephanie Cheney
This presentation will be delivered at NASPA in Chicago, March 09, 2010 by a team of Student Affairs and Academic Technology from Wentworth Institute of Technology.
Leadership Skills for Frontline LeadersCynthia Clay
The document discusses NetSpeed Learning Solutions' leadership development training program. It provides an overview of the program's objectives, structure, and tools. The program includes classroom and virtual training modules across three tracks (leadership development, performance management, and professional development). It also offers post-class reinforcement tools, a personal leadership assessment, and administrative features to track results. The goal is to help organizations develop leadership skills in their frontline managers to drive business performance.
Preparing New Leaders for Frontline ManagementCynthia Clay
60-minute webinar making the business case for training of emerging leaders inside organizations. Introduces NetSpeed Leadership for frontline management development.
How Content Strategy Drives the High Impact Learning OrganizationXyleme
According to research by Bersin, profits from High Impact Learning Organizations (HILO) grew three times faster than other organizations studied. So, what makes some Learning & Development organizations better than others? One core capability is Learning Content Strategy.
In this webinar, David Mallon, VP of Research at Bersin by Deloitte, will dive into the evolving nature of learning content and share findings from Bersin’s recent High Impact Learning Organization report. Joining David will be Michael Miller, Process and Standards Supervisor at Caterpillar, Inc. Together they will discuss how eLearning has become a small part of the larger pie that now includes the delivery of contextual-based content at the right time and in the right format to drive performance outcomes. Key takeaways for Senior Learning & Talent executives will include the methodologies used by HILOs to build a sustainable content strategy that helps companies solve business and operational problems.
1. Leadership plays a key role in fostering innovation through challenging current perspectives, creating freedom for employees to experiment, and inspiring curiosity.
2. Effective leadership development requires moving beyond isolated events to an ongoing journey through a blend of formal training, coaching, on-the-job experiences, and informal learning.
3. Identifying high-potential leaders requires considering a variety of factors beyond just performance, such as leadership promise, adaptability, and learning agility.
4. To enhance business and people outcomes, organizations must revolutionize outdated management cultures by making processes more adaptive, spreading decision-making, and prioritizing innovation and growth over rigid hierarchies.
The document discusses how organizations can build capabilities in their people to engage employees, grow revenue, and improve efficiency. It specifically discusses how building capabilities in leadership, management skills, customer focus, sales, operations and other areas can help achieve these goals. The document then describes how a company called Latitude provides e-learning content, a learning platform, and advisory services to help organizations develop these capabilities in a cost-effective way using blended learning solutions. It provides details on the types of content, features of the platform, and services Latitude offers to design, implement and measure the impact of learning programs.
Preparing New Leaders for Frontline ManagementCynthia Clay
This document discusses the importance of developing emerging leaders and frontline managers. It notes that frontline managers make up 50-80% of managers but often do not receive adequate training and development. This can negatively impact performance, employee engagement, and retention. As Millennials move into these roles, their preferences for learning, such as online and collaborative styles, must be taken into account. The document promotes NetSpeed Leadership 2® as a solution to develop skills in self-development, performance management, team performance, and organizational impact. It provides delivery options to train emerging leaders.
This document outlines a survey to assess performance and importance of six learning functions across 50 areas of development. The six functions are general management, relationship management, operational efficiency, leadership development, service delivery, and systems and infrastructure. Respondents will self-rank their performance and importance in each area, and business leaders will also rank performance and importance. The results will be discussed to identify gaps and opportunities for improvement. Contact information is provided to receive the survey form.
Strategic Partnerships to Infuse Technology in Student AffairsStephanie Cheney
This presentation will be delivered at NASPA in Chicago, March 09, 2010 by a team of Student Affairs and Academic Technology from Wentworth Institute of Technology.
Leadership Skills for Frontline LeadersCynthia Clay
The document discusses NetSpeed Learning Solutions' leadership development training program. It provides an overview of the program's objectives, structure, and tools. The program includes classroom and virtual training modules across three tracks (leadership development, performance management, and professional development). It also offers post-class reinforcement tools, a personal leadership assessment, and administrative features to track results. The goal is to help organizations develop leadership skills in their frontline managers to drive business performance.
Bersin by Deloitte_MakingLearningStick_DTM_June2013_v2Megan Jackson
The document discusses the need for organizations to adopt a continuous learning approach rather than relying solely on formal training interventions. It argues that continuous learning environments that are available on demand can better support learning retention compared to traditional training models. Examples of building learning environments include using social learning, mobile learning, communities of practice, and embedding learning into regular workflows.
Lead Star is a leadership development firm founded by two former Marines to help organizations cultivate leadership skills in their employees. They believe leadership can be developed and offer customized programs involving workshops, keynote speaking, and online learning platforms. Their approach focuses on interactive learning and tangible results. Notable clients include Fortune 500 companies like Facebook and Boston Scientific. Feedback from participants shows high ratings for the value and quality of Lead Star's programs.
Asia HR Leaders Forum - Roffey Park Institute - May 6th 2015PayrollHero
The document summarizes the key findings of the Singapore Management Agenda conference held in May 2015. It discusses organizational challenges such as productivity stagnation, excessive workloads, and barriers to innovation. Recruitment and retention were identified as current top people challenges, while succession planning may be most important in the future. Flexible working is desired but faces barriers like a lack of trust and fear of negative career impacts. The closing section describes a facilitated discussion at the conference to further analyze these issues.
The skills gap exists due to several converging factors:
- The changing nature of work and pace of innovation require continuous reskilling and upskilling of workers. Jobs are becoming more technologically advanced and specialized.
- The knowledge economy demands higher levels of STEM skills that are lacking in many current and potential workers. Digital skills are increasingly necessary across many industries.
- Rapid changes in business strategies, markets, and technologies outpace the abilities of many organizations to reskill their existing workforces or find new talent with the needed skills.
- Multiple generations now coexist in the workforce with different skills, and retiring baby boomers will take decades of experience and knowledge with them unless it is properly transferred.
The document discusses defining a social learning strategy and provides three examples of social learning initiatives. It describes the audiences, challenges, approaches, instructional design considerations, tools/technologies, and culture for each initiative. The initiatives include a sales team training rollout, training bank examiners, and ongoing sales team training.
Building a game changing talent strategy zia ul mustafaZia Mustafa
This document discusses the talent strategies of three game-changing companies - BlackRock, Envision Energy, and Tata Group. It finds that they all have talent strategies that are purpose-driven, performance-oriented, and principles-led. Their strategies support and drive their business strategies. Commitment from top leadership and a focus on developing a high-performance culture of collective purpose and respect for individuals are key aspects of their talent strategies.
The document discusses how lean principles can be applied to leadership. It outlines that over 30 years, lean has evolved from a focus on tools and knowledge in 1980-1990, to experience in 2000, to culture and developing others in 2010-2015. Applying lean at all levels through shared values, problem-solving tools, and self-development can help develop operational leadership. Coaching techniques like modeling improvement processes and the Toyota Production System can increase coaching and leadership skills. Combining lean tools, coaching, and embedding continuous improvement culture can leverage lean as a way to strengthen leadership.
This document is a report from The Boston Consulting Group and the World Federation of People Management Associations examining critical trends in people management. It explores 22 key HR topics, including the top three priorities for 2012: managing talent, improving leadership development, and enhancing employee engagement. The report finds gaps between HR's self-assessment of capabilities and others' assessments, and identifies areas that need more attention, such as integrating global people management, actively using social media for HR, and managing an aging workforce. It also outlines best practices for strategic workforce planning and other critical HR functions.
The Talent Management Cookbook: Recipes for Successful Talent ManagementSaba Software
This document is part of the Bersin Research Library. Our research is provided exclusively to organizational members of the Bersin Research Program. Member organizations have access to an extensive library of learning and talent management related research. In addition, members also receive a variety of products and services to enable talent-related transformation within their
organizations, including:
• Research—Access to an extensive selection of research reports, such as methodologies, process models and frameworks, and comprehensive industry studies and case studies.
• Benchmarking—These services cover a wide spectrum of HR and L&D metrics, customized by industry and company size.
• Tools—Comprehensive tools for HR and L&D professionals, including tools for benchmarking, vendor and system selection, program design, program implementation, change management, and measurement.
• Analyst Support—Via telephone or email, our advisory services are supported by expert industry analysts who conduct our research.
• Strategic Advisory Services—Expert support for custom-tailored projects.
• Member Roundtables—A place where you can connect with other peers and industry leaders to discuss and learn about the latest industry trends and leading practices.
• IMPACT Conference: The Business Of Talent—Attendance at special sessions of our annual IMPACT conference.
• Workshops—Bersin analysts and advisors conduct onsite workshops on a wide range of topics to educate, inform, and inspire HR and L&D professionals and leaders.
The Evolution of HR: Embrace an Analytics Mindset to Unlock HR’s PotentialCornerstone OnDemand
Highlights:
• Approaches for developing an analytics mindset and a culture of curiosity about talent
• The art of interpreting and visualizing analytics outcomes
• How to craft a compelling story to drive change, starting with where you are today and how to achieve the talent future state
This document provides an overview of recent trends in learning and development. It discusses different styles of learning, conditions needed for learning, frameworks for evaluating learning programs, priorities for learning technology, developing a learning culture, and shifts affecting the field. The document aims to help learning and development professionals stay up to date on industry best practices.
This document summarizes the key aspects of lean leadership. It defines leadership as encouraging others to achieve objectives that progress an organization uniquely and innovatively. A lean leader is committed to lifelong learning, seeks to validate information, and is humble, participative, and concerned with cause-and-effect relationships. Lean leadership requires a complete culture change where the leader develops strong people skills, promotes open communication, and motivates continuous improvement.
Beyond Reimbursement: Education Assistance as a Talent Management ToolHuman Capital Media
Does your tuition assistance program actively support your talent strategy? In too many organizations tuition assistance is merely a passive employee benefit, and leaders spanning learning and development, human resources and workforce planning have much to gain from changing that.
Join this webinar for practical tips on leveraging tuition assistance to advance your L&D and talent management goals. Presenters Mark Ward and Jessica Kaplan will draw from EdAssist's experience working with hundreds of large employers to share best practices for designing a strategic and impactful program.
By attending, you'll learn how education assistance can help you:
Accelerate the development journeys of future leaders
Cultivate employee engagement from day one on the job
Encompass competencies, non-degree learning and other learning trends
Reinforce learning as a process, not an event
Goal Summit 2016: The New Organization – Different by DesignBetterWorks
Today's digital world has radically changed the way we work. In this research-based presentation at Goal Summit 2016, the Principal and Founder of Bersin by Deloitte, Josh Bersin, reveals the latest research on what makes "the new organization" thrive. Based on research among 7,000 organizations in 130 countries, he highlights why the new organization is a "network of teams" and how culture, leadership, transparency and new models of management are critical to business success.
Training and Development
Leadership Development
Large Group Intervention
Personality Profiling
Graphic Facilitation
Outbound Learning/Training
Business Simulation
Bold HR: Driving Business Value through PeopleJosh Bersin
This keynote presentation is from my keynote at the 2015 Bersin by Deloitte IMPACT conference. It describes the imperatives for HR leaders and professionals for the years ahead, and explains how innovation and creativity is needed to build business value in HR.
Simply Irresistible: Engaging the 21st Century WorkforceJosh Bersin
Josh Bersin's keynote presentation on the Simply Irresistible Organization, a new and expanded way of thinking about employee engagement and building a people-centric company.
In this session, you will hear a combination of the latest research and best and next practices from leading organizations on the role the learning and development staff is increasingly playing in the integrated talent management movement. As a starting point, the group will discuss the top-level findings from ASTD’s recently published report, “Learning’s Critical Role in Integrated Talent Management,” including information on how high-performing and low-performing organizations use talent management differently. You will also gain information on which organizational roles are primarily responsible for the key elements of talent management: leadership development, individual development, performance management, employee learning, recruitment/selection, employee engagement, compensation and benefits, and succession planning. And you’ll hear about learning’s role in each area.
Read how AFROSAI-E and The Swedish National Audit Office are employing a development and mentoring to help Supreme Audit Institution executives transform their leadership capacity into capability.
For the web version visit:
http://www.ddiworld.com/go/archive/go-magazine-2016-issue-1
Preparing New Leaders for Frontline ManagementCynthia Clay
This document discusses the importance of developing emerging frontline leaders. It notes that frontline managers oversee the majority of employees but often lack proper training and tools. As a result, organizations suffer from lower performance, engagement and productivity. Additionally, millennials now make up a significant portion of the workforce and prefer different learning and development approaches than previous generations. The document proposes that organizations implement leadership development programs using blended learning methods to provide emerging leaders with skills in self-development, performance management, team performance and organizational impact in order to boost retention and performance.
The document provides details about an HR leader's background and experience. It includes:
1) A summary of the HR leader's roles and achievements over 15+ years in various industries including electrical construction, solar energy, online payments, and more.
2) Education background and 5 regional working experiences.
3) Roles and responsibilities in their current role as Head of HR at an electrical construction company including managing HR employees and being a member of the senior leadership team.
4) Examples of business sustainability models the HR leader has implemented at previous companies focused on areas like strategy, execution, culture, talent, leadership and innovation.
5) Appendices including HR event achievements, leadership training effectiveness, and
IS IT TIME TO RESHAPE YOUR LEADERSHIP DEVELOPMENT STRATEGY?Human Capital Media
Leadership development today is not delivering on board level expectations and research shows there are issues in developing leaders just-in-time and in a consistent and cost-effective way. There’s a growing need for organizations to completely rethink how they develop their leaders. This session will demonstrate how leadership development can deliver on its promise and how you can tune your LD-strategy and offer tomorrow’s needs.
The learning objectives for this interactive session are:
Understand the current state of leadership development in organizations
Explore the reasons why LD often fails today
Provide a leadership development framework to enable performance for all leader
Review key metrics and enablers for leadership development
Bersin by Deloitte_MakingLearningStick_DTM_June2013_v2Megan Jackson
The document discusses the need for organizations to adopt a continuous learning approach rather than relying solely on formal training interventions. It argues that continuous learning environments that are available on demand can better support learning retention compared to traditional training models. Examples of building learning environments include using social learning, mobile learning, communities of practice, and embedding learning into regular workflows.
Lead Star is a leadership development firm founded by two former Marines to help organizations cultivate leadership skills in their employees. They believe leadership can be developed and offer customized programs involving workshops, keynote speaking, and online learning platforms. Their approach focuses on interactive learning and tangible results. Notable clients include Fortune 500 companies like Facebook and Boston Scientific. Feedback from participants shows high ratings for the value and quality of Lead Star's programs.
Asia HR Leaders Forum - Roffey Park Institute - May 6th 2015PayrollHero
The document summarizes the key findings of the Singapore Management Agenda conference held in May 2015. It discusses organizational challenges such as productivity stagnation, excessive workloads, and barriers to innovation. Recruitment and retention were identified as current top people challenges, while succession planning may be most important in the future. Flexible working is desired but faces barriers like a lack of trust and fear of negative career impacts. The closing section describes a facilitated discussion at the conference to further analyze these issues.
The skills gap exists due to several converging factors:
- The changing nature of work and pace of innovation require continuous reskilling and upskilling of workers. Jobs are becoming more technologically advanced and specialized.
- The knowledge economy demands higher levels of STEM skills that are lacking in many current and potential workers. Digital skills are increasingly necessary across many industries.
- Rapid changes in business strategies, markets, and technologies outpace the abilities of many organizations to reskill their existing workforces or find new talent with the needed skills.
- Multiple generations now coexist in the workforce with different skills, and retiring baby boomers will take decades of experience and knowledge with them unless it is properly transferred.
The document discusses defining a social learning strategy and provides three examples of social learning initiatives. It describes the audiences, challenges, approaches, instructional design considerations, tools/technologies, and culture for each initiative. The initiatives include a sales team training rollout, training bank examiners, and ongoing sales team training.
Building a game changing talent strategy zia ul mustafaZia Mustafa
This document discusses the talent strategies of three game-changing companies - BlackRock, Envision Energy, and Tata Group. It finds that they all have talent strategies that are purpose-driven, performance-oriented, and principles-led. Their strategies support and drive their business strategies. Commitment from top leadership and a focus on developing a high-performance culture of collective purpose and respect for individuals are key aspects of their talent strategies.
The document discusses how lean principles can be applied to leadership. It outlines that over 30 years, lean has evolved from a focus on tools and knowledge in 1980-1990, to experience in 2000, to culture and developing others in 2010-2015. Applying lean at all levels through shared values, problem-solving tools, and self-development can help develop operational leadership. Coaching techniques like modeling improvement processes and the Toyota Production System can increase coaching and leadership skills. Combining lean tools, coaching, and embedding continuous improvement culture can leverage lean as a way to strengthen leadership.
This document is a report from The Boston Consulting Group and the World Federation of People Management Associations examining critical trends in people management. It explores 22 key HR topics, including the top three priorities for 2012: managing talent, improving leadership development, and enhancing employee engagement. The report finds gaps between HR's self-assessment of capabilities and others' assessments, and identifies areas that need more attention, such as integrating global people management, actively using social media for HR, and managing an aging workforce. It also outlines best practices for strategic workforce planning and other critical HR functions.
The Talent Management Cookbook: Recipes for Successful Talent ManagementSaba Software
This document is part of the Bersin Research Library. Our research is provided exclusively to organizational members of the Bersin Research Program. Member organizations have access to an extensive library of learning and talent management related research. In addition, members also receive a variety of products and services to enable talent-related transformation within their
organizations, including:
• Research—Access to an extensive selection of research reports, such as methodologies, process models and frameworks, and comprehensive industry studies and case studies.
• Benchmarking—These services cover a wide spectrum of HR and L&D metrics, customized by industry and company size.
• Tools—Comprehensive tools for HR and L&D professionals, including tools for benchmarking, vendor and system selection, program design, program implementation, change management, and measurement.
• Analyst Support—Via telephone or email, our advisory services are supported by expert industry analysts who conduct our research.
• Strategic Advisory Services—Expert support for custom-tailored projects.
• Member Roundtables—A place where you can connect with other peers and industry leaders to discuss and learn about the latest industry trends and leading practices.
• IMPACT Conference: The Business Of Talent—Attendance at special sessions of our annual IMPACT conference.
• Workshops—Bersin analysts and advisors conduct onsite workshops on a wide range of topics to educate, inform, and inspire HR and L&D professionals and leaders.
The Evolution of HR: Embrace an Analytics Mindset to Unlock HR’s PotentialCornerstone OnDemand
Highlights:
• Approaches for developing an analytics mindset and a culture of curiosity about talent
• The art of interpreting and visualizing analytics outcomes
• How to craft a compelling story to drive change, starting with where you are today and how to achieve the talent future state
This document provides an overview of recent trends in learning and development. It discusses different styles of learning, conditions needed for learning, frameworks for evaluating learning programs, priorities for learning technology, developing a learning culture, and shifts affecting the field. The document aims to help learning and development professionals stay up to date on industry best practices.
This document summarizes the key aspects of lean leadership. It defines leadership as encouraging others to achieve objectives that progress an organization uniquely and innovatively. A lean leader is committed to lifelong learning, seeks to validate information, and is humble, participative, and concerned with cause-and-effect relationships. Lean leadership requires a complete culture change where the leader develops strong people skills, promotes open communication, and motivates continuous improvement.
Beyond Reimbursement: Education Assistance as a Talent Management ToolHuman Capital Media
Does your tuition assistance program actively support your talent strategy? In too many organizations tuition assistance is merely a passive employee benefit, and leaders spanning learning and development, human resources and workforce planning have much to gain from changing that.
Join this webinar for practical tips on leveraging tuition assistance to advance your L&D and talent management goals. Presenters Mark Ward and Jessica Kaplan will draw from EdAssist's experience working with hundreds of large employers to share best practices for designing a strategic and impactful program.
By attending, you'll learn how education assistance can help you:
Accelerate the development journeys of future leaders
Cultivate employee engagement from day one on the job
Encompass competencies, non-degree learning and other learning trends
Reinforce learning as a process, not an event
Goal Summit 2016: The New Organization – Different by DesignBetterWorks
Today's digital world has radically changed the way we work. In this research-based presentation at Goal Summit 2016, the Principal and Founder of Bersin by Deloitte, Josh Bersin, reveals the latest research on what makes "the new organization" thrive. Based on research among 7,000 organizations in 130 countries, he highlights why the new organization is a "network of teams" and how culture, leadership, transparency and new models of management are critical to business success.
Training and Development
Leadership Development
Large Group Intervention
Personality Profiling
Graphic Facilitation
Outbound Learning/Training
Business Simulation
Bold HR: Driving Business Value through PeopleJosh Bersin
This keynote presentation is from my keynote at the 2015 Bersin by Deloitte IMPACT conference. It describes the imperatives for HR leaders and professionals for the years ahead, and explains how innovation and creativity is needed to build business value in HR.
Simply Irresistible: Engaging the 21st Century WorkforceJosh Bersin
Josh Bersin's keynote presentation on the Simply Irresistible Organization, a new and expanded way of thinking about employee engagement and building a people-centric company.
In this session, you will hear a combination of the latest research and best and next practices from leading organizations on the role the learning and development staff is increasingly playing in the integrated talent management movement. As a starting point, the group will discuss the top-level findings from ASTD’s recently published report, “Learning’s Critical Role in Integrated Talent Management,” including information on how high-performing and low-performing organizations use talent management differently. You will also gain information on which organizational roles are primarily responsible for the key elements of talent management: leadership development, individual development, performance management, employee learning, recruitment/selection, employee engagement, compensation and benefits, and succession planning. And you’ll hear about learning’s role in each area.
Read how AFROSAI-E and The Swedish National Audit Office are employing a development and mentoring to help Supreme Audit Institution executives transform their leadership capacity into capability.
For the web version visit:
http://www.ddiworld.com/go/archive/go-magazine-2016-issue-1
Preparing New Leaders for Frontline ManagementCynthia Clay
This document discusses the importance of developing emerging frontline leaders. It notes that frontline managers oversee the majority of employees but often lack proper training and tools. As a result, organizations suffer from lower performance, engagement and productivity. Additionally, millennials now make up a significant portion of the workforce and prefer different learning and development approaches than previous generations. The document proposes that organizations implement leadership development programs using blended learning methods to provide emerging leaders with skills in self-development, performance management, team performance and organizational impact in order to boost retention and performance.
The document provides details about an HR leader's background and experience. It includes:
1) A summary of the HR leader's roles and achievements over 15+ years in various industries including electrical construction, solar energy, online payments, and more.
2) Education background and 5 regional working experiences.
3) Roles and responsibilities in their current role as Head of HR at an electrical construction company including managing HR employees and being a member of the senior leadership team.
4) Examples of business sustainability models the HR leader has implemented at previous companies focused on areas like strategy, execution, culture, talent, leadership and innovation.
5) Appendices including HR event achievements, leadership training effectiveness, and
IS IT TIME TO RESHAPE YOUR LEADERSHIP DEVELOPMENT STRATEGY?Human Capital Media
Leadership development today is not delivering on board level expectations and research shows there are issues in developing leaders just-in-time and in a consistent and cost-effective way. There’s a growing need for organizations to completely rethink how they develop their leaders. This session will demonstrate how leadership development can deliver on its promise and how you can tune your LD-strategy and offer tomorrow’s needs.
The learning objectives for this interactive session are:
Understand the current state of leadership development in organizations
Explore the reasons why LD often fails today
Provide a leadership development framework to enable performance for all leader
Review key metrics and enablers for leadership development
HR Leadership Development & Succession PlanningChris Shepard
This document discusses an organizational development program at lyndaEnterprise that includes a career progression path from onboarding to executive levels. It outlines core competencies expected at each level, including technical skills, communication, leadership abilities, and business acumen. The lynda.com curriculum available includes over 2,400 courses across 150 subjects totaling over 9,000 hours of content. Playlists can be created mapped to competencies and skill levels, assigned to groups, and progress monitored. Common challenges for HR, IT, customer service, and other departments that the program aims to address are also listed.
The document outlines an organization development plan with the goal of helping an organization sustain growth. It discusses 8 factors critical for business success: strategy, execution, culture, structure, talent, leadership, innovation, and mergers & acquisitions. 16 modules are proposed to address these factors, focusing on areas like strategic planning, performance management, leadership development, and improving productivity. The plan aims to increase profitability, engagement, and capabilities over a 4-year period through initiatives relating to strategy, talent management, and culture change.
[Carolyn_D._Nilson]_How_to_Manage_Training_A_Guid(BookZZ.org)Cg Kim
This document provides guidance for training managers on how to effectively design, deliver, and manage training programs. It covers topics such as leading learning organizations, making the most of e-learning, running the training operation, managing outsourcing, coaching and mentoring, training for innovation, and evaluating training impact. The book is intended to offer practical tools and checklists to help training managers be successful in their roles.
Unlocking Potential: Releasing the potential of the business and its people t...Laura Overton
Today’s successful workplaces are fast moving, global and digital. Learning innovation, done well, delivers results that can support sustainable, agile workplaces. Business and learning leaders alike need to expect more. View the slides from our launch webinar with Laura Overton.
Thales Learning & Development Customer Open Day 23rd May 2014Jenny Mudd
How many Thales Learning & Development customers does it take to build a bridge?
We found out the answer to that question last Friday when we held an open day event at our learning centre.
We showcased some of our latest L&D interventions, including leadership games, videos of our experiential learning, what’s new in Microsoft Office 2013 and how project management can be applied in unexpected scenarios. It was a really fun day for us, and we’ve had lots of positive feedback already. The cupcakes didn’t go down too badly either!
If you’d like to be informed about future events, email hellomarketing@thalesgroup.com
LearningCafe Year End Webinar - Looking back at 2016. What is coming in 2017?LearningCafe
We explore what were the significant trends last year and what can we expect for 2017?
We Discuss:
Business drivers for Learning in 2016. How Learning design and delivery has changed?
Current and future capability of L&D teams and bridging the gaps.
Influences of disruptive business model of Learning.
Top 3 predictions for L&D in 2017.
Rock Lilly Training Service Brochure summarizes in 3 sentences:
Rock Lilly offers accredited training courses, qualifications, and short courses across South Africa and other African countries to help businesses accelerate growth and optimize performance through skills development. Their courses use participatory training methodologies and are facilitated by subject matter experts. Rock Lilly provides learning materials, certificates, and catering for their public and in-house training programs.
Smarter Decisions for Stronger Performance: How to use data to partner for su...Laura Overton
Your L&D strategy might be going well, but are your stakeholders buying into planned developments?
Laura Overton delivered this webinar hosted by DPG on 24 July 2015. Laura explained how L&D and HR leaders can use the Towards Maturity Benchmark to gather the evidence needed to show business leaders what's working and highlight opportunities to develop, using the Towards Maturity Model as a framework for constant strategy innovation.
This document summarizes key concepts from a textbook on strategic management. It discusses three main themes covered in the book: global considerations impacting strategic decisions, information technology as a strategic tool, and preserving the environment. It also outlines the strategic management process, benefits of good strategic management, and importance of ethics in business strategy.
This document provides an overview of a company that offers integrated performance solutions to enable vital business outcomes for its customers. It discusses how traditional training models are ineffective and promotes an approach integrating performance training, coaching and disciplined execution over time to sustain behavioral changes. The company offers services across various industries to build pipeline, close pipeline and service customers through best practices, processes and performance tools. It provides case studies showing improvements in key metrics for customers. The company offers various transformation services and options including blended skills training, workshops, cloudcasts and revenue generation programs.
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.
This document discusses key aspects of performance management. It addresses issues that can arise, defines high performance, and describes learning opportunities and performance measures for teams. It also covers topics like 360 degree feedback, using performance management data, balanced scorecards, and performance management processes. Principles of performance management are outlined, emphasizing continuous feedback and measuring performance against agreed upon goals. The overall purpose is to help translate organizational goals into individual and team objectives to improve performance over time.
This document provides an overview of learning and development topics. It includes sections on gateways into the learning and development field, measures of learning impact, a six stage training cycle model, re-engineering learning and development, causes of knowledge gaps, learning styles, training games, performance management, moving between roles, employee engagement, induction and onboarding, leadership development systems, skills gaps, learning and development roles, organizing the function, skills development for small organizations, practitioner tasks, effective online learning, best practices, and sales training.
Human Capital Growth Webinar: Digitization of the learning and development fu...Human Capital Growth
Digital learning has the potential to address one of the most pressing workplace needs, which is to help employees keep their skills current. Access to technology-enabled learning resources alone is not sufficient to ensure skill development. However, it can be instrumental in delivering superior learning if implemented in the right way. This webinar is designed for those involved in the digitization of their learning function. Whether you are transitioning from instructor-led training (ILT) to digital learning or looking to further advance your digital learning capabilities, you will find actionable advice in this webinar. Human Capital Growth has led the design and delivery of several digital learning solutions since 2010. By combining evidence-based practices and analytics, HCG has helped clients achieve industry leading completion rates (80%+) and skill acquisition rates (70%+). In this session HCG president, Dr. Shreya Sarkar-Barney will share helpful tips to optimize your digital learning efforts.
http://www.humancapitalgrowth.com/going-digital-with-learning-and-development.html
Creating Inductions Programmes That Work
In this interactive workshop we will explore the key components of a good induction programme. This will be based on the results of workshop run with CLC members in November.
We will explore:
• The needs of the organisation vs the new starter.
• The strategies you can use to provide a cost effective and engaging induction programme
• The topics that you may need to covered
• The timeframe for delivering these strategies
Struggle to engage your staff/volunteers with Compliance training? Matt Brewer presented at the CLC members seminar on how to get creative with compliance modules. Including:
Dealing with dull content
Dealing with disinterested learners
dealing with little to no budget
working with SMEs and others
Using and manipulating images
Join Laura as she look at practical ways to learn from each other’s experiences, successes and mistakes. Using tips from inside and outside of the sector. Let’s evaluate and learn from our mistakes rather than repeat them.
The document provides lessons learned from developing online learning resources and courses. Some key lessons include:
1) Involve users in content creation and testing to ensure materials are relevant, understandable, and engaging. Stories and scenarios can help learners relate to the content.
2) Make online learning tools and resources easy to use and accessible for people of all computer skill levels. Courses should be interactive, fun, and relevant.
3) Gather feedback from subject matter experts and a wide group of learners during development and testing to improve content and user experience. Collaborate across departments.
The document outlines the agenda for a conference on learning and development. The agenda includes keynote speeches on topics like the future of learning and the science of happiness for engagement. It also includes sessions on evaluating the effectiveness of learning and development initiatives and lessons learned from awards. Breaks and lunch are scheduled throughout. The day will end with a roundup and close.
Genny Dixon
Head of Research at Towards Maturity
This workshop drew on pre-release data from the very latest research on how to refresh your compliance training with over 200 L&D leaders from around the globe.
The objectives of the session were to help participants understand the learner’s perspective, Identify the biggest obstacles to engagement and to engage staff more effectively.
These awards are designed to celebrate your eLearning journeys. They provide Charity Learning Consortium members with the opportunity to showcase achievements and take time for reflection.
We are looking to hear success stories and examples of best practice within Learning and Development and eLearning. From experience, we know members are at very different stages in their journeys however we believe that there is knowledge to be shared no matter how far you have come and even if the results weren’t exactly what you anticipated.
Using technology to aid global collaboration
Jacky King & Zsuzsanna Ujhelyi
Learning & Development at VSO International
VSO’s mission is to bring people together to fight poverty: but bringing people together within VSO is a challenge. The organisation is dispersed across 22 countries, mainly in Africa and Asia; diverse in their professional and cultural backgrounds and their client bases; and “strangers” in that they must build strong, trusting relationships with colleagues we may never meet face-to face. To meet these challenges, Jacky and Zsuzsanna set themselves three goals in late 2013: to provide the necessary technology for everyone to do their jobs well; to experiment with using this technology innovatively; and to access and share information about programmes effectively.
This presentation will take you through some of the ways they achieved these goals in 2014.
Technology helps us communicate in many ways, but it also has limitations and can sometimes feel restrictive. It is important to understand both the capabilities and limitations of technological systems, as well as how human factors like location, time of day, and multi-tasking can impact user experiences. When issues do arise, asking questions of users and considering different potential factors can help identify solutions.
This document summarizes an internal coaching program introduced by SHG, a large UK housing association. The program trained employees to become coaches and provided coaching services to other employees. It achieved several benefits in its first year, including savings of £37,108. Moving forward, SHG plans to further promote coaching, shift toward a coaching culture, expand the program, continuously measure results, and integrate coaching into employee behaviors and performance reviews.
This document discusses mindfulness and how it can help people live well in today's uncertain world. It covers topics like living mindfully in a volatile, uncertain, complex and ambiguous (VUCA) world, using mindfulness in business, and how mindfulness can improve overall wellbeing. The document also provides contact information for the author on social media.
Laura Overton
CLC Members Seminar 5 March 2015
LAURA OVERTON
Managing Director, Towards Maturity
Laura is the MD of Towards Maturity - a not for profit benchmark practice that provides independent research and resources for anyone interested in improving the impact of learning technologies at work. With over 2 decades of experience of implementing learning technologies in the workplace, she works with government policy makers representing employer interests and has contributed to initiatives associated with the UK’s Sector Skills Councils, and the European Commission.
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
How to Manage Reception Report in Odoo 17Celine George
A business may deal with both sales and purchases occasionally. They buy things from vendors and then sell them to their customers. Such dealings can be confusing at times. Because multiple clients may inquire about the same product at the same time, after purchasing those products, customers must be assigned to them. Odoo has a tool called Reception Report that can be used to complete this assignment. By enabling this, a reception report comes automatically after confirming a receipt, from which we can assign products to orders.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptxCapitolTechU
Slides from a Capitol Technology University webinar held June 20, 2024. The webinar featured Dr. Donovan Wright, presenting on the Department of Defense Digital Transformation.
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
A Free 200-Page eBook ~ Brain and Mind Exercise.pptxOH TEIK BIN
(A Free eBook comprising 3 Sets of Presentation of a selection of Puzzles, Brain Teasers and Thinking Problems to exercise both the mind and the Right and Left Brain. To help keep the mind and brain fit and healthy. Good for both the young and old alike.
Answers are given for all the puzzles and problems.)
With Metta,
Bro. Oh Teik Bin 🙏🤓🤔🥰
14. L&D’s own skills
• The LPI Capability Map
–
–
–
–
12 months in development
Launched October 2012
27 skills / 9 groups
4 levels
• View and use online
– bit.ly/LPICapMap
15. Category and skill
1
2
3
4
78
Analysis and Strategy
Assessment and Evaluation
78
91
119
Competency Management
94
103
86
66
Learning Strategy
36
100
108
136
Performance Analysis
55
132
112
90
Communication, Marketing and Relationship Management
73
74
107
95
Financial Management
77
80
110
68
Industry Awareness
50
131
103
95
Procurement
67
93
98
70
Business Skills and Intelligence
Collaborative Learning
Developing Collaborative Learning Skills
132
89
85
74
Supporting Communities of Practice (CoP)
112
108
77
72
Supporting Content Co-creation and Curation
106
79
92
74
52
114
146
130
Change Management
64
115
103
78
Project Management
41
71
150
142
Supporting Work Teams
Learning Delivery Management
Learning Information Management and Interpretation
Data Interpretation
71
99
112
37
Information Architecture
67
119
109
37
Content Creation
26
104
272
190
Design
40
117
246
248
Face-to-face Learning
30
71
239
398
Presentation Delivery
28
91
377
377
Virtual/Online Delivery
142
132
153
141
People Management and Development
49
106
81
158
Process Management and Improvement
74
66
101
119
Resource Management
42
71
98
122
107
Learning Resources
Live Delivery
Managing the Learning Function
Performance Improvement
Coaching
91
87
162
Mentoring
108
102
110
78
56
95
174
159
Performance Support
16. Category and skill
1
2
3
4
78
Analysis and Strategy
Assessment and Evaluation
78
91
119
Competency Management
94
103
86
66
Learning Strategy
36
100
108
136
Performance Analysis
55
132
112
90
Communication, Marketing and Relationship Management
73
74
107
95
Financial Management
77
80
110
68
Industry Awareness
50
131
103
95
Procurement
67
93
98
70
Business Skills and Intelligence
Collaborative Learning
Developing Collaborative Learning Skills
132
89
85
74
Supporting Communities of Practice (CoP)
112
108
77
72
Supporting Content Co-creation and Curation
106
79
92
74
52
114
146
130
Change Management
64
115
103
78
Project Management
41
71
150
142
Supporting Work Teams
Learning Delivery Management
Learning Information Management and Interpretation
Data Interpretation
71
99
112
37
Information Architecture
67
119
109
37
Content Creation
26
104
272
190
Design
40
117
246
248
Face-to-face Learning
30
71
239
398
Presentation Delivery
28
91
377
377
Virtual/Online Delivery
142
132
153
141
People Management and Development
49
106
81
158
Process Management and Improvement
74
66
101
119
Resource Management
42
71
98
122
107
Learning Resources
Live Delivery
Managing the Learning Function
Performance Improvement
Coaching
91
87
162
Mentoring
108
102
110
78
56
95
174
159
Performance Support
17. Category and skill
1
2
3
4
78
Analysis and Strategy
Assessment and Evaluation
78
91
119
Competency Management
94
103
86
66
Learning Strategy
36
100
108
136
Performance Analysis
55
132
112
90
Communication, Marketing and Relationship Management
73
74
107
95
Financial Management
77
80
110
68
Industry Awareness
50
131
103
95
Procurement
67
93
98
70
Business Skills and Intelligence
Collaborative Learning
Developing Collaborative Learning Skills
132
89
85
74
Supporting Communities of Practice (CoP)
112
108
77
72
Supporting Content Co-creation and Curation
106
79
92
74
52
114
146
130
Change Management
64
115
103
78
Project Management
41
71
150
142
Supporting Work Teams
Learning Delivery Management
Learning Information Management and Interpretation
Data Interpretation
71
99
112
37
Information Architecture
67
119
109
37
Content Creation
26
104
272
190
Design
40
117
246
248
Face-to-face Learning
30
71
239
398
Presentation Delivery
28
91
377
377
Virtual/Online Delivery
142
132
153
141
People Management and Development
49
106
81
158
Process Management and Improvement
74
66
101
119
Resource Management
42
71
98
122
107
Learning Resources
Live Delivery
Managing the Learning Function
Performance Improvement
Coaching
91
87
162
Mentoring
108
102
110
78
56
95
174
159
Performance Support
18. Category and skill
1
2
3
4
78
Analysis and Strategy
Assessment and Evaluation
78
91
119
Competency Management
94
103
86
66
Learning Strategy
36
100
108
136
Performance Analysis
55
132
112
90
Communication, Marketing and Relationship Management
73
74
107
95
Financial Management
77
80
110
68
Industry Awareness
50
131
103
95
Procurement
67
93
98
70
Business Skills and Intelligence
Collaborative Learning
Developing Collaborative Learning Skills
132
89
85
74
Supporting Communities of Practice (CoP)
112
108
77
72
Supporting Content Co-creation and Curation
106
79
92
74
52
114
146
130
Change Management
64
115
103
78
Project Management
41
71
150
142
Supporting Work Teams
Learning Delivery Management
Learning Information Management and Interpretation
Data Interpretation
71
99
112
37
Information Architecture
67
119
109
37
Content Creation
26
104
272
190
Design
40
117
246
248
Face-to-face Learning
30
71
239
398
Presentation Delivery
28
91
377
377
Virtual/Online Delivery
142
132
153
141
People Management and Development
49
106
81
158
Process Management and Improvement
74
66
101
119
Resource Management
42
71
98
122
107
Learning Resources
Live Delivery
Managing the Learning Function
Performance Improvement
Coaching
91
87
162
Mentoring
108
102
110
78
56
95
174
159
Performance Support
19. Category and skill
1
2
3
4
78
Analysis and Strategy
Assessment and Evaluation
78
91
119
Competency Management
94
103
86
66
Learning Strategy
36
100
108
136
Performance Analysis
55
132
112
90
Communication, Marketing and Relationship Management
73
74
107
95
Financial Management
77
80
110
68
Industry Awareness
50
131
103
95
Procurement
67
93
98
70
Business Skills and Intelligence
Collaborative Learning
Developing Collaborative Learning Skills
132
89
85
74
Supporting Communities of Practice (CoP)
112
108
77
72
Supporting Content Co-creation and Curation
106
79
92
74
52
114
146
130
Change Management
64
115
103
78
Project Management
41
71
150
142
Supporting Work Teams
Learning Delivery Management
Learning Information Management and Interpretation
Data Interpretation
71
99
112
37
Information Architecture
67
119
109
37
Content Creation
26
104
272
190
Design
40
117
246
248
Face-to-face Learning
30
71
239
398
Presentation Delivery
28
91
377
377
Virtual/Online Delivery
142
132
153
141
People Management and Development
49
106
81
158
Process Management and Improvement
74
66
101
119
Resource Management
42
71
98
122
107
Learning Resources
Live Delivery
Managing the Learning Function
Performance Improvement
Coaching
91
87
162
Mentoring
108
102
110
78
56
95
174
159
Performance Support
20. Category and skill
1
2
3
4
78
Analysis and Strategy
Assessment and Evaluation
78
91
119
Competency Management
94
103
86
66
Learning Strategy
36
100
108
136
Performance Analysis
55
132
112
90
Communication, Marketing and Relationship Management
73
74
107
95
Financial Management
77
80
110
68
Industry Awareness
50
131
103
95
Procurement
67
93
98
70
Business Skills and Intelligence
Collaborative Learning
Developing Collaborative Learning Skills
132
89
85
74
Supporting Communities of Practice (CoP)
112
108
77
72
Supporting Content Co-creation and Curation
106
79
92
74
52
114
146
130
Change Management
64
115
103
78
Project Management
41
71
150
142
Supporting Work Teams
Learning Delivery Management
Learning Information Management and Interpretation
Data Interpretation
71
99
112
37
Information Architecture
67
119
109
37
Content Creation
26
104
272
190
Design
40
117
246
248
Face-to-face Learning
30
71
239
398
Presentation Delivery
28
91
377
377
Virtual/Online Delivery
142
132
153
141
People Management and Development
49
106
81
158
Process Management and Improvement
74
66
101
119
Resource Management
42
71
98
122
107
Learning Resources
Live Delivery
Managing the Learning Function
Performance Improvement
Coaching
91
87
162
Mentoring
108
102
110
78
56
95
174
159
Performance Support
21. Category and skill
1
2
3
4
78
Analysis and Strategy
Assessment and Evaluation
78
91
119
Competency Management
94
103
86
66
Learning Strategy
36
100
108
136
Performance Analysis
55
132
112
90
Communication, Marketing and Relationship Management
73
74
107
95
Financial Management
77
80
110
68
Industry Awareness
50
131
103
95
Procurement
67
93
98
70
Business Skills and Intelligence
Collaborative Learning
Developing Collaborative Learning Skills
132
89
85
74
Supporting Communities of Practice (CoP)
112
108
77
72
Supporting Content Co-creation and Curation
106
79
92
74
52
114
146
130
Change Management
64
115
103
78
Project Management
41
71
150
142
Supporting Work Teams
Learning Delivery Management
Learning Information Management and Interpretation
Data Interpretation
71
99
112
37
Information Architecture
67
119
109
37
Content Creation
26
104
272
190
Design
40
117
246
248
Face-to-face Learning
30
71
239
398
Presentation Delivery
28
91
377
377
Virtual/Online Delivery
142
132
153
141
People Management and Development
49
106
81
158
Process Management and Improvement
74
66
101
119
Resource Management
42
71
98
122
107
Learning Resources
Live Delivery
Managing the Learning Function
Performance Improvement
Coaching
91
87
162
Mentoring
108
102
110
78
56
95
174
159
Performance Support
25. C
A
Jennings – 70:20:10
B
D
Cross – Informal
Senge – The Learning Org.
I
Shepherd - Blended
G
E
F
H
Hart - Collaboration
J
Jarche - PKM
Mosher –
Performance
Support
Rossett –
Performance and
Job Aids
Harrison –
Performance
Consulting
Moore – Action
Mapping
28. The Future of Learning
Donald H Taylor
Chairman
Learning and Performance Institute
29. Resources – people
• Jay Cross
– http://www.jaycross.com/
• Harold Jarche
– http://www.jarche.com
• Charles Jennings
– http://www.duntroon.com
• Bob Mosher & Conrad Gottfredson
– http://goodpractice.com/blog/the-five-moments-of-learning-need-video/
• Jane Hart
– http://www.c4lpt.co.uk
30. Resources – people
• Nigel Harrison – Performance Consulting
– http://performconsult.co.uk/
• Cathy Moore – Action Mapping
– http://blog.cathy-moore.com/
• Clive Shepherd
– http://clive-shepherd.blogspot.co.uk/
• Steve Wheeler
– http://steve-wheeler.blogspot.co.uk/
• Allison Rossett
– http://www.allisonrossett.com/
31. Resources – blogs and books
• Which blogs to read in learning and development?
– http://donaldhtaylor.wordpress.com/2013/04/30/whichblogs-to-read-in-learning-and-development/
• What books to read in learning and development?
– http://donaldhtaylor.wordpress.com/2012/03/10/whatbooks-to-read-in-learning-and-development/
32. Resources – places
• Learning and Performance Institute
– www.learningandperformanceinstitute.com
• Capability Map
– https://bitly.com/LPICapMap
• Learning and Skills Group
– www.learningandskillsgroup.com
Donald H Taylor, Chairman of The Learning & Performance InstituteThe Future of LearningIn order to lead on crucial skills development in the future, L&D teams need to get to the heart of the critical business needs they are trying to meet. Donald has some practical suggestions for ensuring you & your department remain relevant.
http://www.lloyds.com/~/media/Files/News%20and%20Insight/360%20Risk%20Insight/Lloyds_Risk_Index_2011.pdf>50% CEO, President, MD>50% t/t > $500m27% North America, 35% Europe, 27% Asia PacThe findings are based on a global survey ofover 500 C-suite and Board level executivesconducted in August 2011.
http://www.lloyds.com/~/media/Files/News%20and%20Insight/360%20Risk%20Insight/Lloyds_Risk_Index_2011.pdf>50% CEO, President, MD>50% t/t > $500m27% North America, 35% Europe, 27% Asia PacThe findings are based on a global survey ofover 500 C-suite and Board level executivesconducted in August 2011.
In December 2008 and January 2009, the Economist IntelligenceUnit conducted a survey of 349 executives around the world on the benefi ts, challenges and risksassociated with creating a more agile organisation.http://www.emc.com/collateral/leadership/organisational-agility-230309.pdf
In December 2008 and January 2009, the Economist IntelligenceUnit conducted a survey of 349 executives around the world on the benefi ts, challenges and risksassociated with creating a more agile organisation.http://www.emc.com/collateral/leadership/organisational-agility-230309.pdf
Donald H Taylor, Chairman of The Learning & Performance InstituteThe Future of LearningIn order to lead on crucial skills development in the future, L&D teams need to get to the heart of the critical business needs they are trying to meet. Donald has some practical suggestions for ensuring you & your department remain relevant.