The Best of Times, The Worst of Times: opportunities and challenges for the L&D profession

Charles Jennings

Rethink what’s gone before and adapt to change, or keep on doing what’s always been done in the hope beyond hope that it will work. The findings make salutary reading for any CLO, learning leader or L&D professional. This is all very positive, and an apparent validation of the existing work L&D departments are carrying out. In other words the majority of line leaders would actively discourage their colleagues from working with the L&D department.

Workscaping, part 1 of n

Jay Cross

T oday CLO magazine’s Deanne Hartley interviewed me for an upcoming story about micro-learning. In time, the words will migrate into the Working Smarter unbook. Working smarter is the key to sustainability and perpetual improvement. Knowledge work and learning to work smarter are becoming indistinguishable. The accelerating rate of change in business forces everyone in every organization to make a choice: learn while you work or become obsolete.

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THE 70:20:10 MODEL – TODAY, TOMORROW & BEYOND

Learnnovators

He also knows ‘what works’ in the world of strategic talent. Charles: I see these shifts in learning as being driven not only by re-thinking the process of learning and development and by emerging technologies, but also by fundamental changes in the world of work. Factors such as changing organisational structures and evolving work practices are important drivers. Charles: We now know that people learn more about their work informally than they do formally.

The 70:20:10 Model – Today, Tomorrow & Beyond

Learnnovators

He also knows ‘what works’ in the world of strategic talent. Charles: I see these shifts in learning as being driven not only by re-thinking the process of learning and development and by emerging technologies, but also by fundamental changes in the world of work. Factors such as changing organisational structures and evolving work practices are important drivers. Charles: We now know that people learn more about their work informally than they do formally.

Reflecting on the first half of 2009

Jay Cross

Any remaining training staff will become mentors, coaches and facilitators who work on improving core business processes, strengthening relationships with customers and cutting costs. Workplace learning is morphing from blocks of training followed by working to a merger of work and learning: they are becoming the same thing. They’re all facets of the same thing: the corporate commons of work and learning. The scope of the job of the CLO is mushrooming.