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millennials

followership for millennials
861

On followership for Millennials in the workplace

Managers

There is a lot of talk about leadership and how it should be cultivated in organizations but few discuss the complementary skill that has to go with it: followership. To some extent it is rather ironic that the generation that managed to change the face of corporations is also lacking the ability to rally and follow direction in the workplace.

Millennials prefer blended learning
2051

Why Millennials prefer blended learning

E-learning

There are two things that come to mind when thinking about the disruption Millennials bring along at work: the demand for equilibrium between personal and professional life and the desire to continuously develop professionally. A great blended learning program takes the best of face-to-face, instructor-led training and e-learning, and blends everything to meet Millennials learning needs and more.

Do Millennials need special training?
1343

Do Millennials need special training?

E-learning

Do Millennials need special training? On first glance, you’d think they do. But I don’t think so. The problem is not that Millennials have expectations from their workplace and training programs. The problem is the continued use of outdated training methods and materials even though technology forces businesses to advance at a much faster pace. The solution is not to create special training for Millennials, but to update all training programs to meet today’s learning needs of all employees.

millennials training needs
2900

Top 3 ways to meet Millennials training needs

Learners

Millennials’ need for independence, flexibility and a great work/life balance means all learning programs have to allow them to move at their own pace and choose when and how they develop their skills and competencies. These programs should include both formal and informal learning, allow for mentorship within the organization and most importantly, be mobile friendly, micro-designed and gamified.

leadership development for Millennials
2187

On leadership development for Millennials

Managers

Although organizations are aware about the importance of growing internal talent to meet business needs, and make leadership development a priority, 36% of them say their leadership development practices are still below average or poor. Millennials are known to be overly eager to grow in their careers, yet very little effort seems to be put into their development.

knowledge transfer
3543

Mentorship and knowledge transfer between Baby Boomers and Millennials

E-learning

With not enough Generation Xers to fill all the managers’ shoes after Baby Boomers had retired, Millennials will have their fare (?) share of managerial positions to fill on their own. Mentorship is a necessary piece in this huge knowledge transfer we are now witnessing between Baby Boomers and the younger generations.

Millennials + Video = Love
3284

Millennials + Video = Love

E-learning, Learners, Managers

Millennials in the workplace. Love them or hate them, they are here to stay. And you have to adapt your ways of office training if you want to benefit from the sometimes surprising minds of the largest generation today. Because between a cat video and an Instagram post there can be a tutorial on how to create extended reports in SalesForce or any other video related to a tough task everyone else avoids to do. Video learning rocks!

training millennials
2050

Simple solutions for training millennials (Part I)

E-learning, Instructional Designers, Managers

Corporate learning is critical for increasing skills, improving the leadership pipeline, and enhancing employee engagement. As millennials transform the workplace we have known for the past decades, it is essential for businesses to assess their current learning environment and strive to build a corporate learning experience that is customized for every employee.

L&D should gear towards talent activation
243

Why L&D should gear towards talent activation

E-learning

Talent activation is meant to transform the old talent management programs aimed at episodic employee development into an ongoing (and connected) sum of experiences that empower employees and help them move forward toward achieving personal and business goals.

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