Organizations are finally realizing that people learn more of what they need to be effective at their job through informal channels, on-the-job experiences and coaching than they do through more formal means. When it comes to developing and executing the learning strategy, however, companies continue to look at things completely upside-down. The vast majority of the learning delivered within organizations is through formal classrooms and e-learning courses, which only accounts for about 10% of the learning that occurs. Even within that 10%, retention rates for single, formal learning events are abysmal, with most learners forgetting close to 90% of what they learned over time. What opportunities are companies missing to help people retain more of what they are learning and discover new knowledge through other, more informal channels?  

THE 70:20:10 FRAMEWORK More and more businesses are adopting 70:20:10 to help build organizational strength. However, a question often posed is whether the approach is a theory of workplace learning, a way of cutting down on training costs, or a mantra to be followed slavishly. Alternatively, is 70:20:10 simply ‘old wine in new bottles’ given that most Learning and Development (L&D) professionals think they already combine learning and work? Some ask ‘why bother with 70:20:10 at all’? Additionally, ‘what is it with this neat formula - 70, 20, 10’? People are suspicious of nice round numbers. Surely the reality of learning and performing is much too complex to be described in terms of simple ratios? Despite all these criticisms, there’s a worldwide movement of L&D professionals who realize and acknowledge the value of 70:20:10. This is not because it’s a mantra, an ideology or an end in itself, but because it enables them to connect more quickly and effectively to what really matters: learning and performing at the speed of business. Their work isn’t just about providing formal learning solutions. By using 70:20:10 as a reference model, more and more L&D professionals are co-creating solutions with their business colleagues. This ‘movement’ and new way of working with 70:20:10 makes L&D more relevant to their organizations.

You want your managers to deliver results. Not just any results - you’re looking for breakthrough results. In order to get that done, they must be viewed by their teams as smart, likable, hard working, and caring. But there’s another quality that can make or break a manager’s pursuit of success. Managers can only get their teams to execute the strategy successfully if they start with themselves. They must understand the strategy itself and see how internal/external forces and trends impact the business. They must know the customer needs and requirements, as well as be a role model of the culture, behaviors, and values of the organization. This paper will help managers discover, synthesize and internalize these critical qualities. Download Below.  

Content is the backbone of learning. Without the right pieces in place, your learning efforts — no matter how well intentioned — will fall flat. View this Lightpaper and learn how your organization can: personalize the learning experience, efficiently author content, be more agile, and drive performance.  

A Perspective on Competencies by Hale Associates.

Experiential learning presents a highly unique growth opportunity for participants, as well as a tool that planners can use to achieve a specific outcome. Differentiated from more traditional team-building, experiential learning uses a blended approach to learning, integrating activities, exercises, adventure elements, quiet time and ongoing post-event coaching to create powerful programs of leadership development, strategic planning, mentoring and coaching, communication, feedback and observation as well as enhancement of behavior styles.  

Beyond the Sales Process focuses on the frontline of engagement with customers. It is specifically intended for salespeople, account managers, their managers, and sales leaders, as well as others who have responsibilities and pressures associated with developing and winning business, and those who are tasked with extending and expanding their relationships with customers.

"Performance management" sounds wholly positive. After all, who can argue with better performance? And effective performance management (PM) programs can deliver significant, tangible benefits such as: Increase in time spent on strategic priorities Improvement in employee productivity Jump in project completion rates More decrease in turnover

Managers are the connective tissue of your culture, creating a series of invisible, interwoven links between individuals, leaders, the business, and the strategy. When managers are living, promoting, and celebrating your culture, they are bringing it to life every day at the team level. This is critical because that’s where the real employee experience takes place.

In this white paper we examine valuing alternative futures and the use of qualitative probability theory to weigh the consequences of different actions.  We'll show how to use a common platform to engage their clients in the process of identifying assumptions, weighing the risk of those assumptions materializing or not, and valuing choices based on the probability of possible outcomes. Benefits: The benefits are participants will receive a set of tools and decision models that encourage logical thinking, discipline, and consideration of organizational realities that, in turn, will help them:   Save time.   Avoid unnecessary costs.   Increase their confidence.   Be perceived as having business smarts.