Latest Blog Posts
Post Brexit referendum, business leaders face the challenge of handling change in a positive manner.
Learning and development is most effective when it sits right at the heart of the business.
Sam Taylor focuses on the blend of e-learning and the importance of focusing on learner’s needs.
As I said last time in my first blog for Training Journal, people talk to me about employee engagement.
I talk with a lot of people about 70:20:10, and a common theme that emerges is a strong desire to use the concept, and that is followed by the question, “but how do I implement it?”
Projects are continuing to fail – only 64 per cent of projects met their goals in 2015 and that figure had not changed since 2012.
In her second blog on neuroscience Clare Edwards urges us to become more aware of our habits
Sam Taylor tells us why she thinks that it’s time to rethink systems training.
Judging by the amount of articles on the internet by Learning and Development people across organisations, you’d think that instructional design really is dea
Clare Edwards explains how neuroscience can help us understand the power of story telling.
Caroline Walmsley urges leadership to be the catalyst from which engagement flows.
Many industries, including healthcare, accountancy and law, mandate that practitioners complete a set amount of continuing professional development (CPD) each year to retain their licences to work.
This is by no means universal, but I have come across it far too often.
In an increasingly competitive global marketplace, CEOs are setting aggressive agendas for fast change.
Research reveals that an alarming nine out of 10 line of business leaders face communication skills gaps within their teams.
Middle management can sometimes be seen as corporate concrete, set in its ways, and with a vested interest in the status quo.
Are you familiar with the phrase yet? It evolved from ideas around social learning, embedding behaviours and developing engaging platforms.
Traditionally in business, assessing the value of anything usually comes down to pecuniary outcomes, with figures being used to answer the question; ‘is it worth the investment?’ But wh
The continued existence of any organisation is entirely dependent upon learning.
As projects continue to grow in complexity and continue to fail – project and programme delivery capabilities are in the spotlight.
HR departments traditionally hold most of the data available on the organisation’s key resource – its people.
Many organisations desperately want to attract the best new talent. How can they do it better?
In my last blog, I looked at the effect of a typical induction programme
I didn’t realise until the “congratulations” messages started popping up in my LinkedIn notifications, that I had been running my own company for three years.
I recently attended a talk given by a data mining company who work with some pretty big brands.
Last week, like I suppose 85 per cent of Learning and Development folk, I was ‘aware’ of the Charles Jennings 70:20:10 model.
Half of projects fail to deliver the expected business benefits.
There is much discussion online about the future of Learning and Development and how teams can support their workforce to build capability during a time of constant change and volatility.
Transforming learning is the number one priority for delivering business impact, according to a survey unveiled this month by global research and benchmarking organisation, Towards Maturity.
A lot of modern companies are looking to increase workplace flexibility by allowing their workforce to work from home occasionally if they need to.