This will establish the groundwork to let them know how the process is going and what requirements may be tough to find specific compliance. Know the System Benefits. Know the gained functionalities and options which you will be offering like the back of your hand. By knowing the cool features you are getting (especially the ones that exceed the original scope of requirements), you can act as an internal sales figure for increased product adoption. MORE

In 2016, Millennials surpassed the previous generation (Generation X) to become the largest generation in the U.S. What leadership competencies do Millennial managers need to develop to effectively lead our next-generation workforces? It’s no surprise, then, that Millennials tend to believe in themselves (rather than employers) to find new, better ways of doing things. What competencies do they need to develop to get there? MORE

For more information, read our Microlearning White Paper. Debunked: Traditionally, L&D has looked at the subjects employees should know and then has created training content around those subjects. If learning programs are ever to have a measurable impact, L&D must start with understanding the strategic objectives of the business first. Myth 4: There’s no way to link training to strategic business results. Truth? Or Myth? MORE

Austin: Corporate learning functions are often stretched too thin by the business’ increasing demand for learning programs coupled with the increasing pace of change. Either the learning program development backlog will increase (delaying the time to deployment), or the programs’ quality will have to be watered down to meet the required delivery date to the business. What do you feel sets you apart as a learning solution? Recap from: Kapp Notes. MORE

Training evaluation is necessary and, in many ways, critical to the success of a business. But because short term priorities always seem to take precedence, it is typically something we plan to do better in the next course, or maybe next month, or even next year. In the current economic context, people represent one of the primary strategic assets of a business. Included in the third level are: Doing things differently at work. MORE

First, let’s look at the catalysts that are forcing business leaders to re-examine their approach to knowledge management. Business leaders have recently been swept into a panic due to the Baby Boomer Brain Drain. This could be attributed to the sense of insecurity created by the 2008 financial crisis, but Tom Turner, president of , thinks it has more to do with a shift in management culture. is unhelpful to the business, but it’s also understandable. MORE

For more information, read our Microlearning White Paper. Debunked: Traditionally, L&D has looked at the subjects employees should know and then has created training content around those subjects. If learning programs are ever to have a measurable impact, L&D must start with understanding the strategic objectives of the business first. Myth 4: There’s no way to link training to strategic business results. Truth? Or Myth? MORE

Austin: Corporate learning functions are often stretched too thin by the business’ increasing demand for learning programs coupled with the increasing pace of change. Either the learning program development backlog will increase (delaying the time to deployment), or the programs’ quality will have to be watered down to meet the required delivery date to the business. This single individual outperformed many Fortune 500 sales training staffs that I know of! MORE