Most learning leaders have a deep appreciation of life-long learning. They know that arming employees with the knowledge and skills to do their jobs leads to greater productivity for the company, a feeling of empowerment on the part of the employee, and a work culture where employees feel valued. Their challenge is to provide effective learning activities while keeping both the C-suite and learners engaged in the learning and development process.
This is an extremely high-stakes challenge, with the learning leader’s reputation primed to take a hit if a learning activity falls short - in either group's eyes. Therefore, the learning leader is faced with an ongoing dilemma; prioritize the needs of the learners, or succumb to the budgetary demands and deadlines of the C-suite? This proverbial tug-of-war is a constant in learning development, and it leaves learning leaders teetering in the middle, doing whatever is within their power to maintain the balance.
But the system doesn’t have to work this way. Join Miriam Taylor, Chief Learning Strategist at Inno-Versity, and Andrea Mikulenas, Instructional Design Team Lead of Inno-Versity, as they assess a return on learning by looking at the unique returns and investments involved in the second layer of the Triple Bottom Line of eLearning – the Learning Leaders!
You’ll come away with answers to these questions (and more):
- How can I effectively convey the true value of learning to both the C-Suite and the learners?
- What key metrics should I be considering - and how can my learning team hit those metrics?
- How can I broaden the understanding of all those who invest in learning (and who expects a return on that investment)?