
Why put learners in charge of their training?
Organisations are increasingly choosing to move away from top-down development frameworks and empower employees by using a more learner-centred approach to workplace learning and development
70 per cent of employees say they haven’t mastered the skills they need for their jobs today, so how are businesses tackling their employee training and education? The Learning & Development special report, published in The Times, covers how businesses and employees are approaching skills gaps in the workplace and why it is constantly changing with each generation that enters the workforce. It examines why micro-learning might not increase employee engagement, the demand for soft skills in employees, and giving learning and development an equal part within the corporate structure. Also featured is an infographic exploring the ways learning and development is transforming from employee demand to the boardroom
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Organisations are increasingly choosing to move away from top-down development frameworks and empower employees by using a more learner-centred approach to workplace learning and development
Whether learning and development should reside within human resources or alongside as its own empowered business unit remains a contentious issue
Making a business case for investment in learning and development requires a new way of thinking
Since the term was coined in 1997, talent management has played a central role in the human resources (HR) strategies of companies of all sizes
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At a time of huge uncertainty for business, one thing is certain: learning and development will continue to evolve, says Richard Townsend, chief executive of digital training company Circus Street
As the work and jobs landscape continues to transform, it’s crucial companies embrace a learning culture and adopt new ways of training their workforce
According to LinkedIn’s 2018 Workplace Learning Report, 90 per cent of executives understand the importance of learning and development to their organisations, yet only 33 per cent of talent developers would recommend their own model