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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?

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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

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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.
We're back from group therapy at TICE

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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

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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?

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

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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

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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

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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.
The allied health turnover recovery isn't what it looks like

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The allied health turnover recovery isn't what it looks like

For about two years during and after the pandemic, healthcare workforce shortages were the kind of story you couldn’t avoid. Stories about unsafe staffing ratios in hospitals, about nurses leaving faster than recruiting could keep up, about travel-nurse agencies billing some health systems hundreds of millions a year.
Cultural debt: Why L&D needs to own It

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Cultural debt: Why L&D needs to own it

At some point in the last year or two, most organizations moved fast on AI (tools, platforms, adoption programs) and in doing so, left a set of questions unanswered that their people are now navigating alone.
Building a Learning Strategy

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Where do you start building a learning strategy?

One of the more honest moments we’ve encountered at an L&D conference came during a strategy summit the Training Industry ran a few years back. The organizers had expected a debate about priorities, budgets, technology.