Training Needs 5: Leadership, Talent Management, and Succession Planning Needs

Your Training Edge

Obviously this area of skills and knowledge works hand-in-hand with career development and job-related training to form a full development complement for the population. But these are functions and not attitudes and abilities. After “the leader” is defined, the needs assessment should go deeper into identifying the skills, knowledge, and attitudes that exist within each of the chosen competencies.

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. This is all very positive, and an apparent validation of the existing work L&D departments are carrying out. Saving the worst to last, the CLC survey reported that when asked ‘ would you recommend working with your L&D department to your colleagues ’ only 14% responded positively and 52% were ‘net detractors’.

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Workscaping, part 1 of n

Jay Cross

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. The infrastructure for working smarter is called a workscape.

Shifting sands

Learning with 'e's

Such approaches to pedagogy were rooted in the behaviourist model of psychology that privileged expert knowledge and formalised its transmission to novices. Education premised on this philosophy has been commonly referred to as the ''factory model'' because of its parallels to industrialised working, which included batchprocessing, rationalisation of resources, synchronised behaviour and homogenisation of product.

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.

Working Smarter eFieldbook $12

Jay Cross

Working smarter is the key to sustainability and continuous 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. The infrastructure for working smarter is called a workscape. It’s not a separate function so much as another way of looking at how we organize work.

Lotus 54