The pandemic forced most L&D functions to throw out their in-person, instructor-led, learning playbooks and start asking, "How do I get all my learning online, ASAP?" Several months later, leaders realised that they might never get all their classroom training online, and what’s more, maybe that shouldn’t be the goal. The ways people work are changing; the methods companies use to learn must keep pace with those changes. Learning methods—literally, the ways people learn—are key to the question of how companies can enable learning and upskilling differently. Over the past few months, RedThread have investigated both the methods themselves and how organisations are choosing them. They looked at over 60 articles, hosted a roundtable on the topic, and talked in depth with 15 learning leaders. This report outlines what they found, including: An overview of learning methods and how they align to RedThread’s Employee Development Framework How leaders are deciding (on a continual basis) what methods work best for their orgs Real-life examples of how orgs are leveraging learning methods in different ways to help employees develop

As long as people have learned how to perform work-related tasks by observing and interacting with others, informal learning has played a significant role in training and development. This article summarizes this topic by describing seven assertions that have emerged from a structured review of the literature on informal learning.

Although emotions around names run strong and high, empirical evidence supporting the shift from training to any of these other names is thin. This study explores two issues. First, the researchers wanted to see the extent to which the additional responsibilities associated with different names -- such as analyzing performance problems and offering career development and organizational development services -- actually characterized the work of people in the training field. Second, the researchers wanted to explore which terms participants use to describe their work and which terms they prefer to call their work.

A recent Training magazine survey found that participants have a firm grasp on purchasing learning technologies used for courses and similar e- and m-learning projects. But grasp of technologies used to manage various aspects of the training function is more mixed.

Continuing Training magazine's exploration of awareness of learning technologies, this report looks at survey results on how trainers prepare for and participate in the purchasing process.

This report takes a look at Training Top 125 tuition practices in 2012-2013, including who offers the program rates, spending levels, courses covered, conditions, and payment practices.

An analysis of the overall practices of 2013 Training Top 125 applicants vs. applicants in the four industries most represented in this group: finance and banking, health and medical services, real estate and insurance, and technology.

This study explores the thoughts of people working in the field about talent development and its relevance to their work. The researchers specifically asked participants about the role of talent development in their organizations, whether a Talent Development group should be established in their organizations if they didn’t have one, and their impressions of the relationship between talent development and training—and its possible impact on the field.