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In a lot of organizations, learning now has its own budget, its own strategy and a place among the priorities in the company’s long-term plan. What has not changed (much) is that the decisions that shape how people work, for example, what they are measured on, what they are promoted for, which systems they use, how teams are structured, etc., are often still made without L&D in the conversation. Learning will often just get handed the outcome and asked to build training that makes it work.

Blog Post

L&D, start getting consulted on the decisions that matter

In a lot of organizations, learning now has its own budget, its own strategy and a place among the priorities in the company’s long-term plan. What has not changed (much) is that the decisions that shape how people work, for example, what they are measured on, what they are promoted for, which systems they use, how teams are structured, etc., are often still made without L&D in the conversation. Learning will often just get handed the outcome and asked to build training that makes it work.
Which learning measurement model should you use?

Blog Post

Which learning measurement model should you use?

At a dinner last year, a learning leader asked the guest speaker a simple question: what’s the best measurement model to use? The speaker was a measurement guy. It’s what he does. He simply didn’t answer the question.
Earning trust that lasts: how L&D becomes a real partner

Blog Post

Earning trust that lasts: how L&D becomes a real partner

In our post immediately following the TICE event, we wrote about how L&D earns influence at work: asking better questions before building, speaking the business’s language, and putting its results where leaders can see them. If you missed it, it’s here That post was about L&D getting noticed by the business and earning recognition — being invited into the conversation and taken seriously in it. This one is about what happens next.
The next chapter for credentialing organizations

Case Study

The next chapter for credentialing organizations

For most credentialing bodies, the engagement with a member looks like this: candidate prepares for the exam, takes the exam, gets certified, returns three to five years later to recertify. Between those moments, the credentialing body may or may not be engaged in a meaningful way in the certificant’s career journey. A separate professional association, or a private course provider, delivers whatever ongoing education the member pursues.
We're back from group therapy at TICE

Blog Post

We're back from group therapy at TICE

We’re just back from TICE, and if you’re anything like us, there’s always a little sadness when the conference ends. The community, the conversations, and the connections that begin there each year are exactly why we do what we do.
Learning evaluation models

Blog Post

Learning evaluation models: built to measure learning, not learning's value

We have no shortage of ways to measure learning. Unfortunately, almost none tell us what learning’s value is. We’ve spent sixty years building models to evaluate training. We’ve all heard of Kirkpatrick, Phillips, LTEM, and then a dozen more with names that are less familiar. You’d think that would be enough to answer a simple question such as “was the learning program worth it?”
Measure what, exactly?

Blog Post

Measure what, exactly?

A learning leader once ran sales training for a retailer’s store staff. Sales jumped that year, and he told the CFO the training was why. The CFO had another explanation: this was the year of the Beanie Babies craze (collectible plush toys that were a 90s obsession), and the stores couldn’t keep them on the shelves. Plenty of things moved that number. Why credit the training?
How CIS sharpened L&D's business alignment with the Strategy Scorecard

Case Study

How CIS sharpened L&D's business alignment with the Strategy Scorecard

We caught up recently with Jennifer Myers, Senior Director of Learning and Development at the Center for Internet Security (CIS), to talk about how her four-person team has been thinking about its work and what shifted for them over the past few months.
Solving the Allied Health Pipeline Problem

eBook

Solving The Allied Health Pipeline Problem

In this paper we will cover how — and why — most hospitals responding to these personnel shortages are actually partly responsible for reproducing them, and we offer an alternative way of addressing the problem.
L&D will always be an order taker. That's not the problem.

Blog Post

L&D will always be an order taker. That's not the problem.

Open LinkedIn on any given morning and someone is telling L&D to stop being an order taker. Push back, become a strategic partner, set the agenda rather than receive it. The advice is everywhere and it sounds correct.
On AI, L&D is looking everywhere except its own organization

Blog Post

On AI, L&D is looking everywhere except its own organization

Once a month I host a roundtable call with L&D leaders who are working through AI in their organizations. We’ve been running these for a little over a year now, and the conversation has changed shape. A year ago, most of the questions were about fear of AI taking over L&D. The calls sound different now.
L&D Seat at Table

Blog Post

L&D has a seat at the table. Why isn't that translating to influence?

L&D has earned a place in the conversations that shape capabilities, technology, and workforce strategy. Whether being in those conversations translates into influence is a different question.