Category

Managers

The posts in this category cover subjects L&D managers and other decision makers involved in business training might find useful or at least interesting.

transversal business acumen
1734

The role of L&D in achieving transversal business acumen

Managers

Making big decisions fast and knowing when something is a major game changer and when it is just a fad is crucial to the present day leader. Achieving transversal business acumen throughout the organization is something that has to become a daily habit with the promotion of a continuous learning culture and a strong focus on employee empowerment.

lead your L&D team with vision
1655

Lead your L&D team with vision in the year to come!

Managers

In order to take the organization to the highest possible level, leaders must engage their people with a compelling and tangible vision. While born inspirational leaders are rather scarce, the need for organizations to figure out and communicate their vision at every point of interaction with both customers and employees is becoming greater by the day. Vision is imagination and clarity all at once.

knowledge-sharing organizational culture
1529

Building a knowledge-sharing organizational culture

Managers

People no longer work in a centralized manner, but knowledge remains trapped in organizational structures. Every employee has a thing or two to teach others, no matter how old anyone is. Building a knowledge sharing organizational culture takes time. And sustained effort. Follow the above four steps — make it a value, support it with technology, involve everyone and be aware that everything takes time — adapt and repeat.

SMEs that want to upskill their workforce
1549

4 Tips for SMEs that want to upskill their workforce

Managers

Being a small or medium-sized enterprise (SME) can make it difficult to train employees to the level of efficiency that bigger, more established companies are able to do. However, it doesn’t always have to be a costly investment to get good results; there are also small (and mostly free) steps that SMEs can take in order to develop a culture of learning from an early stage, to help them reap the benefits in the long-run.

including remote workers in your L&D plan
2014

The best strategies for including remote workers in your L&D plan

Managers, Remote Training

Remote workers are becoming a major part of the staff of many companies, especially at high-level jobs or specialist positions. Even with the specific challenges of managing a remote workforce, the need for training and development persists. Fortunately, with the right services and the right strategies, inclusion will be easy.

Millennial employees engaged in training
2417

3 Tips on how to keep Millennial employees engaged in training and the organization

Managers

The Millennials make up the majority of the workers and they have unique traits that are not found in the generations preceding them nor in the one that is only now entering adulthood. The fact that they are constantly on their gadgets does not make them less qualified or less productive so it is important to figure out their unique behavioral code in order to keep them happy and engaged with your organization.

culture of learning
1710

How to build a culture of learning for your team

Managers

The digital revolution has ushered in a new era of connectivity and productivity, but it has also placed a new emphasis on learning and personal development. Cultural change is a long process, but it can start today. Little by little, you’ll start to see employees buy into this learning culture, helping it become a defining characteristic of your company and also a significant competitive edge.

neuroscience of values
2099

What HR professionals need to know about the neuroscience of values and purpose

Managers

HR professionals are not normally trained in neuroscience. However, in spite of not being familiar with terms such as “locus coeruleus” or “raphne nucleus”, they can read the translated findings of this fascinating field and apply them in their organizations. Today’s smoking gun seems to be purpose. Figuring that out will point to the right people to hire and grow.

organizational change
2127

What neuroscience has to say about organizational change

Managers

Organizational designers know that everything from reporting structures, management and operational processes to measurement procedures-setting targets, measuring performance and rewards must be consistent with the behavior that people are asked to have. Applying the findings of neuroscience when setting about to bring organizational change places the focus on the individuals without losing sight of the desired business results.

mental models
2142

Need to change learning behaviors of trainees? Start with mental models

Managers

Since training programs often generate minor transformations, it is essential for those in charge of developing them to start with deeper issues, such as the mental models. Mental models are the basis of our behaviors, and are therefore the true keys to the changes and adoption of new behaviors. Offering employees a very wide range of e-learning materials will lead to greater autonomy, innovation and engagement.

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