NYT bestselling author, John Doe, on mastering workforce safety: - Prioritize training - Foster communication - Implement tech solutions My variation: - Customize training for each team - Ensure open feedback channels - Leverage our Corporate Memory Management Explore our solutions at SMT Learning. Share your thoughts! Let's take your training to another level!
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Sales Enablement I Training Delivery I Customer Success Training I Content Development | Employee On boarding | Publishing
It’s a love-hate relationship between managers and L&D teams. While everyone agrees on the importance of continuous learning and development, the reality often looks like this. Balancing day-to-day responsibilities with training commitments is a challenge many of us face. How do you navigate this in your organization? #LearningAndDevelopment #Training #EmployeeEngagement #WorkplaceChallenges
L&D Professional | Silent Book Club Initiator | Former Indonesian Language Instructor for Foreign Speakers
Familiar with the situation below? It is a love-hate relationship between L&D and other departments. A common cycle: - Departments: "L&D, we need training for situation A." - L&D conducts a TNA (Training Needs Analysis). - Result: Training is indeed needed for situation A. - L&D applies the Instructional Design process. - Training materials and evaluation tools are set. - L&D commences the training. - L&D and invites everyone required. - Training day arrives: Why is no one here? - L&D follows up by meeting employees. - One employee: "Sorry, I didn't know we had training." - Another employee: "Sorry, my boss didn't release me." - The boss: "Sorry, we're too busy to send participants." - Training gets canceled. - A few months later. - Time for performance appraisals. - All employees: "We need skills A, B, and C." - Management: "L&D! We need training!" - And the cycle continues. Of course, the situation above is exaggerated, but it often happens in the dynamics of the L&D world and beyond. 💬 What do you think the process should be? 👇🏻 Share your comments below!
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Founder at A Head Space | Soft Skills Negotiation Specialist | Trainer & Consultant for Procurement & Sales Professionals | Commercial Events Strategist | Mental Health Advocate
As a training organisation we see this happen far to often. Courses are booked and paid for and then one or two days before, one or two participants say they are busy. This is a shame as learning is ‘important, but not urgent’ which means it often gets kicked down the road so that people who are under pressure can only focus on things and that just ‘urgent’ even if they’re not important. Investing financially in training is only part of the process. You need to make sure your people feel they can take the time away from the day-to-day, to invest their TIME in their personal development. David Clayton Leigh Ashton Martin John what do you guys think?
L&D Professional | Silent Book Club Initiator | Former Indonesian Language Instructor for Foreign Speakers
Familiar with the situation below? It is a love-hate relationship between L&D and other departments. A common cycle: - Departments: "L&D, we need training for situation A." - L&D conducts a TNA (Training Needs Analysis). - Result: Training is indeed needed for situation A. - L&D applies the Instructional Design process. - Training materials and evaluation tools are set. - L&D commences the training. - L&D and invites everyone required. - Training day arrives: Why is no one here? - L&D follows up by meeting employees. - One employee: "Sorry, I didn't know we had training." - Another employee: "Sorry, my boss didn't release me." - The boss: "Sorry, we're too busy to send participants." - Training gets canceled. - A few months later. - Time for performance appraisals. - All employees: "We need skills A, B, and C." - Management: "L&D! We need training!" - And the cycle continues. Of course, the situation above is exaggerated, but it often happens in the dynamics of the L&D world and beyond. 💬 What do you think the process should be? 👇🏻 Share your comments below!
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Director Workforce Development, Organizational Development/Talent Management Expert, L&D Expert, ICF Certified Coach, Empowering Others to Operate in their Full Potential, Author
I had to share this common cycle of events. What are your thoughts?
L&D Professional | Silent Book Club Initiator | Former Indonesian Language Instructor for Foreign Speakers
Familiar with the situation below? It is a love-hate relationship between L&D and other departments. A common cycle: - Departments: "L&D, we need training for situation A." - L&D conducts a TNA (Training Needs Analysis). - Result: Training is indeed needed for situation A. - L&D applies the Instructional Design process. - Training materials and evaluation tools are set. - L&D commences the training. - L&D and invites everyone required. - Training day arrives: Why is no one here? - L&D follows up by meeting employees. - One employee: "Sorry, I didn't know we had training." - Another employee: "Sorry, my boss didn't release me." - The boss: "Sorry, we're too busy to send participants." - Training gets canceled. - A few months later. - Time for performance appraisals. - All employees: "We need skills A, B, and C." - Management: "L&D! We need training!" - And the cycle continues. Of course, the situation above is exaggerated, but it often happens in the dynamics of the L&D world and beyond. 💬 What do you think the process should be? 👇🏻 Share your comments below!
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L&D leaders - who's been in such a situation? 🙋♀️ Managers always ask for training thinking that it is the solution. But it is NOT the only solution for problems faced! Find that root cause. Is it motivation? Is it attitude? Is it the process? Looking for the root cause of the problem would prevent the possibility of the problem occuring again. Could it be a compensation and benefits issue? Could it be a personal problem happening at home? Could it be that the process is taking too long that the customers have to wait? Perhaps the resolution is to relook at the C&B packages, or having a conversation to see how we can help with the personal problem, or making the process more efficient. Training is not the one all solution. Training can help if there is a gap in skills and knowledge. Other interventions must come into play if this is not the root cause. Just a thought...
L&D Professional | Silent Book Club Initiator | Former Indonesian Language Instructor for Foreign Speakers
Familiar with the situation below? It is a love-hate relationship between L&D and other departments. A common cycle: - Departments: "L&D, we need training for situation A." - L&D conducts a TNA (Training Needs Analysis). - Result: Training is indeed needed for situation A. - L&D applies the Instructional Design process. - Training materials and evaluation tools are set. - L&D commences the training. - L&D and invites everyone required. - Training day arrives: Why is no one here? - L&D follows up by meeting employees. - One employee: "Sorry, I didn't know we had training." - Another employee: "Sorry, my boss didn't release me." - The boss: "Sorry, we're too busy to send participants." - Training gets canceled. - A few months later. - Time for performance appraisals. - All employees: "We need skills A, B, and C." - Management: "L&D! We need training!" - And the cycle continues. Of course, the situation above is exaggerated, but it often happens in the dynamics of the L&D world and beyond. 💬 What do you think the process should be? 👇🏻 Share your comments below!
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Training Leader for APJ Region in Dayforce | #LetterstoLeaders | Let’s Lead with Difference | Learning and Leadership Advocate | Spring Mentality: A Modern Way of Managing Stress through knowing your body battery&energy
This is funny and real! Often times, L&D usually hear feedback like "your sessions weren't enough" or "we cannot find any schedule for us!" but in reality, we did plot a lot and we have all possible schedules to accommodate however, you keep on pulling out your learners from it until it becomes a mandatory requirement. Support your team as they join Learning & Development sessions just like when they were starting to learn the ropes of the business when you initially hired them because here they'll also starting a new role and would need to get familiarize themselves on how to do it efficiently and effectively. #letterstoleaders #learninganddevelopment #leadershipdevelopment
L&D Professional | Silent Book Club Initiator | Former Indonesian Language Instructor for Foreign Speakers
Familiar with the situation below? It is a love-hate relationship between L&D and other departments. A common cycle: - Departments: "L&D, we need training for situation A." - L&D conducts a TNA (Training Needs Analysis). - Result: Training is indeed needed for situation A. - L&D applies the Instructional Design process. - Training materials and evaluation tools are set. - L&D commences the training. - L&D and invites everyone required. - Training day arrives: Why is no one here? - L&D follows up by meeting employees. - One employee: "Sorry, I didn't know we had training." - Another employee: "Sorry, my boss didn't release me." - The boss: "Sorry, we're too busy to send participants." - Training gets canceled. - A few months later. - Time for performance appraisals. - All employees: "We need skills A, B, and C." - Management: "L&D! We need training!" - And the cycle continues. Of course, the situation above is exaggerated, but it often happens in the dynamics of the L&D world and beyond. 💬 What do you think the process should be? 👇🏻 Share your comments below!
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Crafting immersive, skills-focused digital learning experiences that drive real-world results
This is so accurate 😂
L&D Professional | Silent Book Club Initiator | Former Indonesian Language Instructor for Foreign Speakers
Familiar with the situation below? It is a love-hate relationship between L&D and other departments. A common cycle: - Departments: "L&D, we need training for situation A." - L&D conducts a TNA (Training Needs Analysis). - Result: Training is indeed needed for situation A. - L&D applies the Instructional Design process. - Training materials and evaluation tools are set. - L&D commences the training. - L&D and invites everyone required. - Training day arrives: Why is no one here? - L&D follows up by meeting employees. - One employee: "Sorry, I didn't know we had training." - Another employee: "Sorry, my boss didn't release me." - The boss: "Sorry, we're too busy to send participants." - Training gets canceled. - A few months later. - Time for performance appraisals. - All employees: "We need skills A, B, and C." - Management: "L&D! We need training!" - And the cycle continues. Of course, the situation above is exaggerated, but it often happens in the dynamics of the L&D world and beyond. 💬 What do you think the process should be? 👇🏻 Share your comments below!
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This really made me laugh 😆 but it’s something I’m sure all L&D professionals have faced at some stage in their career. Staff Development is no longer a “nice to have”, and it shouldn’t be the first thing sacrificed during busy periods. It’s essential if we want to attract, retain and grow talent 📢🤓👩🏼💻 #training #learninganddevelopment #investintalent
L&D Professional | Silent Book Club Initiator | Former Indonesian Language Instructor for Foreign Speakers
Familiar with the situation below? It is a love-hate relationship between L&D and other departments. A common cycle: - Departments: "L&D, we need training for situation A." - L&D conducts a TNA (Training Needs Analysis). - Result: Training is indeed needed for situation A. - L&D applies the Instructional Design process. - Training materials and evaluation tools are set. - L&D commences the training. - L&D and invites everyone required. - Training day arrives: Why is no one here? - L&D follows up by meeting employees. - One employee: "Sorry, I didn't know we had training." - Another employee: "Sorry, my boss didn't release me." - The boss: "Sorry, we're too busy to send participants." - Training gets canceled. - A few months later. - Time for performance appraisals. - All employees: "We need skills A, B, and C." - Management: "L&D! We need training!" - And the cycle continues. Of course, the situation above is exaggerated, but it often happens in the dynamics of the L&D world and beyond. 💬 What do you think the process should be? 👇🏻 Share your comments below!
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ALL LEADERS - PAY ATTENTION TO THIS If you think you are already a great leader and don't feel as though you need the training, then please step down from leadership. A commitment to lead is a commitment to humility. If people tend to naturally follow you, then get good L&D training. It will change the way you lead and help you become a good leader or maybe even a great leader. If your leader doesn't offer it or share it, then go find it yourself. The people that follow you need you to lead well, don't let them down by blaming others or trusting nothing but your current experience and instincts.
L&D Professional | Silent Book Club Initiator | Former Indonesian Language Instructor for Foreign Speakers
Familiar with the situation below? It is a love-hate relationship between L&D and other departments. A common cycle: - Departments: "L&D, we need training for situation A." - L&D conducts a TNA (Training Needs Analysis). - Result: Training is indeed needed for situation A. - L&D applies the Instructional Design process. - Training materials and evaluation tools are set. - L&D commences the training. - L&D and invites everyone required. - Training day arrives: Why is no one here? - L&D follows up by meeting employees. - One employee: "Sorry, I didn't know we had training." - Another employee: "Sorry, my boss didn't release me." - The boss: "Sorry, we're too busy to send participants." - Training gets canceled. - A few months later. - Time for performance appraisals. - All employees: "We need skills A, B, and C." - Management: "L&D! We need training!" - And the cycle continues. Of course, the situation above is exaggerated, but it often happens in the dynamics of the L&D world and beyond. 💬 What do you think the process should be? 👇🏻 Share your comments below!
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Far to often we see this happen. Managers and team leaders should always see the value in training. Sure it may cost the company a little bit of downtime but on the other side we see an uptick in that persons ability to work at a better pace thus increased revenue for the company. Training is not a cost it is an investment in a person that can in turn bring a higher revenue stream through more effective work practices. #trainyourteam #investmentnotcost
L&D Professional | Silent Book Club Initiator | Former Indonesian Language Instructor for Foreign Speakers
Familiar with the situation below? It is a love-hate relationship between L&D and other departments. A common cycle: - Departments: "L&D, we need training for situation A." - L&D conducts a TNA (Training Needs Analysis). - Result: Training is indeed needed for situation A. - L&D applies the Instructional Design process. - Training materials and evaluation tools are set. - L&D commences the training. - L&D and invites everyone required. - Training day arrives: Why is no one here? - L&D follows up by meeting employees. - One employee: "Sorry, I didn't know we had training." - Another employee: "Sorry, my boss didn't release me." - The boss: "Sorry, we're too busy to send participants." - Training gets canceled. - A few months later. - Time for performance appraisals. - All employees: "We need skills A, B, and C." - Management: "L&D! We need training!" - And the cycle continues. Of course, the situation above is exaggerated, but it often happens in the dynamics of the L&D world and beyond. 💬 What do you think the process should be? 👇🏻 Share your comments below!
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Exactly is the scenario in the workplace.
L&D Professional | Silent Book Club Initiator | Former Indonesian Language Instructor for Foreign Speakers
Familiar with the situation below? It is a love-hate relationship between L&D and other departments. A common cycle: - Departments: "L&D, we need training for situation A." - L&D conducts a TNA (Training Needs Analysis). - Result: Training is indeed needed for situation A. - L&D applies the Instructional Design process. - Training materials and evaluation tools are set. - L&D commences the training. - L&D and invites everyone required. - Training day arrives: Why is no one here? - L&D follows up by meeting employees. - One employee: "Sorry, I didn't know we had training." - Another employee: "Sorry, my boss didn't release me." - The boss: "Sorry, we're too busy to send participants." - Training gets canceled. - A few months later. - Time for performance appraisals. - All employees: "We need skills A, B, and C." - Management: "L&D! We need training!" - And the cycle continues. Of course, the situation above is exaggerated, but it often happens in the dynamics of the L&D world and beyond. 💬 What do you think the process should be? 👇🏻 Share your comments below!
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