Training Top 10 Hall of Fame White Papers

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The skills needed to succeed on the job are changing at an unprecedented pace. Reports say that skills learned today remain relevant for an average of only five years. Consequently, Learning and Development (L&D) professionals must train today's employees for the skills that will be needed tomorrow-even when those skills haven't yet been identified or, in some cases, created. Training employees for skills that haven't been invented yet is no easy task. So how can L&D upskill everyone from entry-level employees to senior management for an unforeseeable, quickly changing future? To do this, L&D first must identify: A framework for building future skills The most-needed emerging skills Capabilities for success, regardless of the skill set In this white paper, Training Top 10 Hall of Fame members explore these  challenges and detail how they are responding to future-proof their organizations, particularly in the wake of the Coronavirus and beyond.
The term, "Agile," isn’t new, but the use of such a framework has become an indicator of relevance in today’s ever-changing business environment. Since Agile emerged in 2001 as an alternative to the cumbersome documentation process miring the software industry, it has been adopted widely by other businesses as a framework to develop effective solutions quickly. Its hallmarks are collaboration, flexibility, and speed. Like most business functions, Learning and Development (L&D) organizations that can’t meet those ideals soon will be irrelevant.   Agile methodology isn’t the only worthwhile approach to instructional design, of course. ADDIE, Lean, and other frameworks are available and effective, but Agile is particularly well-suited to instructional design, and its core principles can be applied to many design approaches.   This white paper discusses what the Agile design concept means for L&D and outlines some best practices that can make all organizations more responsive and flexible.
Choosing the best technology to deliver learning solutions challenges every training organization, regardless of size or experience. It’s easy to become stymied by legacy systems or diverted by the latest bells and whistles, especially when business leaders have a keen desire to try the newest technologies.   We among the Training Top 10 Hall of Fame organizations are struggling with this, too. We’re learning, though, and know it is critical to continue to focus on aligning learning strategy, content, and supporting technology with business results and needs. When we do that, learners win every time.   In this white paper, we look at Training Top 10 Hall of Famers’ learning and development (L&D) technology best practices and what we’re still learning. These lessons can be applied in any organization, regardless of size or industry.
Talking with the C-suite, having a seat at the table, being a trusted advisor…whatever you call it, this form of success only comes from credibility fostered by a reputation of consistently giving good advice.   That requires being accurate, intuitive, and trustworthy - attributes that can be built only over time. To foster that perception and, thus, gain access to the C-suite, Learning and Development (L&D) leaders must understand the business, see the big picture, and be able to tap subject matter experts to provide the granularity required to ensure that each development activity adds value. Development for development’s sake is not an option. The inkling that L&D could be a valuable business consultant begins with small things—successes forged despite adversity—and grows with consistent improvements until, eventually, the C-suite routinely seeks its input.   With guidance and tips from the Training Top 10 Hall of Fame organizations, this white paper will help you develop what it takes to propel yourself and your department into the confidence of senior leaders, reliably and consistently.
When Learning and Development (L&D) leaders consider the future of training, they often focus primarily on technology solutions. After all, who wouldn’t be intrigued by learners accessing content and swiping through data on holographic white boards shimmering in the air (remember the Tom Cruise movie, Minority Report?)? Or learners channeling Dick Tracy as their smartwatch answers their questions in the field?   Indeed, virtual reality and augmented reality are becoming realistic delivery methods for training; artificial intelligence likewise is becoming a more practical option; and on-demand learning, microlearning, and social learning continue to be increasingly key elements, especially for tech-savvy employees.   Despite the plethora of high-tech solutions, Training Top 10 Hall of Fame members resoundingly believe the classroom will continue to play a vital role in the future of training. That said, this isn’t the classroom you probably trained in. Front-of-the-room lectures to passive listeners are being replaced by flipped classrooms, learning labs, PODs (points of dispersal), facilitators, games, and simulations that engage learners. And that means instructional design will take on an even more crucial role.   This white paper discusses the future of training, the new skills that will be needed to optimize cutting-edge delivery modes on the horizon, and how L&D can best measure results and ensure training effectiveness.
Every organization’s most important asset is people. As such, Learning and Development (L&D) professionals play a vital role as they develop and grow people through training and, thus, have an impact on business success. That means it is crucial for L&D professionals to continuously build and enhance their own skills. But what exactly are the needed skills and how are they changing? As a profession, there are few agreed-upon, universal standards outlining exactly what L&D professionals need to know and do to help employees change their behavior and improve their skills. It’s about more than just mastering core competencies. It’s about identifying certain traits that allow L&D professionals to meet today’s needs and move nimbly into the future. This white paper aims to identify the factors that separate the good from the great by exploring the traits and competencies that characterize the best-of-the-best L&D professionals and what skills will be needed in the future. The goal is twofold: To identify the traits and competencies of the highest echelon of L&D professionals To lay the groundwork for creating a master class curriculum that can propel L&D professionals from proficiency to mastery of their profession. What form that curriculum may take remains to be determined; this white paper is the first step in the process.
Training Top 10 Hall of Fame members, through this whitepaper, seek to make their decisions easier and well-informed by clarifying issues, exploring the roles of social media in training, and discussing the advantages and disadvantages of the many types of social media available. Throughout this paper, realworld- examples are discussed, along with insights from thought leaders in the training industry.
This white paper explores the strategies Training Top 10 Hall of Fame organizations use to engage their employees at all levels throughout the company, in good economies and bad. Case studies explore their approaches to onboarding, engaging middle managers, aligning engagement to business objectives, developing relevant learning modules, and building an improvementdriven culture.
Outcomes-based learning is proactive. It engages learners, building on pre-existing knowledge, skills, and experiences, and fills in the gaps. It promises measurable results. After training, an outcomes-based approach tracks how many times learners use their new skills in their daily work.
This whitepaper explores the strategies Training Top 10 Hall of Fame organizations have used to transform their L&D function into a strategic business asset. Case studies explore the evolution of their brands in terms of leadership, business alignment, cultural transformation, change management, and ongoing challenges.
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