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As boomers retire and Gen Z steps up to the plate, employers and trainers need to revisit training programs and repertoires to evaluate what will and will not work for learners. While generational trends can provide a general direction, keep the individual needs of your audience in mind when making training design decisions. Gen Z have the potential but it’s up to the company to help them unlock it.
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Bob’s right. Times indeed are a-changin’. In the fine tradition of generations before us, we shake our heads at the generations to follow and define them using catchy labels. But, if you’re anything like our clients, you’re looking beyond clever catch phrases to get a handle on the newest employees on the block.
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It’s the giant elephant in the room. From the Kirkpatricks’ book Training on Trial, to folks such as McKinsey, MIT Sloan, SPI, ES Research, AHRD, and the Corporate Executive Board, there’s a large body of research suggesting that workplace training is not generating results. So what’s going on?
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A performance skill gap refers to the gap between the skills that an organization requires and the skillset of its existing employees. If there is a huge skill gap, then the organization will not be able to remain productive or competitive. Every company needs the right skills to help them drive its business according to its mission and vision. There will be significant signs of performance gaps, and you need to take them seriously.
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Last year, we looked at the Future State of L&D and how an LMS could help, in light of LinkedIn’s 2017 Workplace Learning Report. With LinkedIn’s latest report for 2018 now out, it’s only right that we look through the same lens at the learning &development function and map it to a learning management system (LMS).
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Blended learning: the buzzword that has become a reality. Research shows that virtually all training teams have embraced the new era of providing learning content in multiple modalities. Yet it can still be tricky to know what kind of content to offer, when, and how to execute on it.
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For many learning organizations, the term “AGILE” has become a hot topic. Often, when referred to in a business sense, AGILE strategies tend to focus on more project management or software development areas (such as with achieving continuous improvement, maintaining scope, increasing flexibility, obtaining team inputs, and with delivering high-quality products) than on instructional design strategies.
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Therefore, leadership plays a critical role in business and fundamentally affects the way corporate functions run. Leadership, being the core of management, is crucial to and organization’s success----both from a performance and management level. Today, the question remains, how employee development can make CEOs better leaders? This basic question remained unexplored to date.
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While many organizations may talk about ongoing learning as part of their company culture, developing a culture of curiosity and engagement takes work. It happens when an organization makes ongoing training and development a priority, and companies with learning cultures are rewarded with nearly 100 percent loyalty and engagement from their employees, according to a recent study by Instructure.
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