Many L&D organizations are learning from unexpected failures during the painful process of transforming to meet today's new realities. However, it's much better and far less expensive to learn from studying success. Discover the specific leadership/management content and digital disruption tools/strategies now required to prepare organizational leaders for thriving & surviving in today's turbulent business environment.
The conference program is organized around three Peter F. Drucker-inspired questions – namely: (1) making the present L&D organization more effective; (2) identifying & realizing high yield training/learning project/activities and; (3) making the L&D organization into a different organization for a different future. Each task has a distinct approach & asks different questions – but they are inseparable in terms of defining the job of L&D executives in an era of uncertainty & instability.
You'll learn how the best are revamping their organizations' learning goals, methods and departments to supply required skilling, re-skilling & up-skilling in more digitally customized ways with a strong emphasis on moving from teaching to learning.
Despite the anecdote, people don’t just “soak up information like a sponge.” It has to be communicated to them in some way. That communication is key to the successful transmission of that knowledge. But how do learning organizations communicate that to the masses? How do they explain the reason for the learning and the endgame? In two words: strategy mapping. It provides a visual representation of where your organization is going and how learning will help achieve those all important business goals. In short, a well-designed strategy map gives clear instruction on how employees can contribute to the success of the organization. In this session, learn how to create your learning organization’s strategy map, its key components and ways to execute on a winning plan for your company.
Strong performers can make the difference in any company. That being said performance, itself, is tied to learning, but how do you measure it? And then once you have that measurement, how can leaders turn it into action? In this session, we take a case study approach to learning data and how to apply it to lead to better employee performance. Learn:
Today’s employees crave learning and development. While the desire is universal, the where, what, when, why and how of learning is unique to every worker. That’s why a diverse learning ecosystem is urgently needed by organizations and companies. Components of such a system include content that is relevant and assessable whenever and wherever the employee needs it, can be learned at any pace, is optimized for shared and social learning, can be used on-the-job and evolves with the learner. The ecosystem must also provide real-time tracking and transparency. In this session, learn:
When it comes to learning, it’s not just about the delivery system. It’s also about the content. Content is key in a supported learning culture. It has to be relevant to the company, its product and the bottom line. It also has to be interesting for the learning, not to mention usable and quick. Successful content will foster and grow the learning company every company has to have in place. Key takeaways from this session include:
Often times, L&D focuses heavily on the employee and what they need to know to do their job. While that is significant, a smaller portion of company’s population – the leaders – is forgotten. They need development too. A learning culture that supports leaders just as it supports the overall workforce can lead to higher employee engagement, retention, and can promote competiveness. In this session, learn how to focus leadership development in a way that ensures growth and positivity in management.
Learning and Development is under the microscope. Leaders want to know if the current program is effective and if it’s not why? If it’s not measuring up, the ramifications could be costly both to the employee and the business as a whole. In this panel discussion, learning about the approaches panelists have taken to measure ROI and to ensure success in their programs. Also learn how they identify weaknesses in the program and address those leading to improvement.
Today’s workforce wants career growth opportunities; around ¾. Furthermore, 68% of workers believe training and development are the most opportunities at their companies. Around 87% millennials say professional development very important to them. What can leaders do to grasp the significance of growth opportunities and make them a priority at their company?
Corporate Learning’s role today is to help drive the strategy and transformation of the organization on an ongoing basis. Discover how to position learning to learn as a skill for the future.