Mental health was once a taboo topic in the workplace, but many organizations are beginning to realize the importance of prioritizing employee mental health and well-being. Although attitudes toward mental health are changing, it can still be hard to know how to offer meaningful support, have conversations about mental health, and get employees and leaders invested in this effort. Incorporating training into a mental health initiative at your organization is a great place to start. Not only can training be used to educate your workforce on stress management techniques and coping strategies, it can help your managers develop skills to support employee well-being and overcome the stigma surrounding mental health. In this ebook, you'll learn key elements for building a strong mental health initiative at your organization. You'll also learn: How to use your training program to support your efforts Common myths about mental health and how to overcome them How to get buy-in throughout the organization for this initiative.

ILT represents 70% of training today. Efficiently managing it is crucial, but it is fundamentally different from e-learning: it involves more complex back-office processes and a wider range of resources, and as such cannot be managed with the same tools. This checklist will guide you through the elements needed to improve the efficiency of your Instructor-Led Training activity.  It will help you assess the performance of your current technology in each domain.

Do your employees really know what you're trying to accomplish as a team and an organization? New research links organizational underperformance and failure to meet key objectives with rampant employee confusion about Key Results. 85% of organizations say Key Results are not clearly defined such that employees at all levels can engage. Download "Clarity Is Key" to discover the impact that clear communication has on results--and use this information to guide your team effectively, boost results, engage employees, and reach goals faster than ever.

As a learning program leader, people look to you for answers. What keeps learners engaged with course material? Which courses need new or updated content? How can we improve our test prep experience and help candidates feel more confident? Yet finding the answers to these questions isn’t always easy. If you’re ready to learn a new way forward from fellow leaders who’ve been there before, this is the eBook for you.  We talked to 5 Chief Learning Officers and VPs of Learning at the country’s most innovative associations and certification providers and asked for the secrets to their success. Download this free eBook to find out what they are!

Gone are the days when advanced degrees and decades of experience were the only indicators of a stand-out candidate. Today, 80 percent of CEOs seek a much broader range of skills in their company ’s workforce. New research from the Institute for the Future, in conjunction with Cornerstone OnDemand, shows that candidates now must possess not only the technical skills that enable them to engage with constantly evolving technologies, but also the social skills that make them forward-thinking, team-oriented and goal-driven. To attain these skills, workers at every level must become lifelong learners, constantly self-evaluating and finding opportunities to gain new skills. For employers, hiring or nurturing these workers internally presents challenges. From a recruiting perspective, knowledge gaps are making open positions increasingly difficult to fill. According to a new report from Deloitte Insights, more than half of employers say they consistently can’t fill open positions, because without a minimum number of years experience or the right certifications, applicants are simply not qualified enough on paper. Internal candidates face a similar obstacle—they often lack the skills needed to make the leap to a new role. Still, HR teams have to somehow fill over six million vacant jobs. To do so, they’ll have to rethink not only how they hire, but also how they enable learning and development within their organizations. They’ll have to start evaluating internal and external candidates based on their potential, seeking workers with a combination of soft and hard skills that make them adaptable to change, eager to learn and full of promise. How can employers identify and nurture these individuals? In this guidebook, you'll learn what to look for in new workers, and how to help your current workforce develop the skills they need to thrive. With seven articles on everything from hiring the most auspicious candidates, to helping employees build skills for stepping into open leadership positions, our featured articles will enable your organization to cultivate your existing team, onboard promising talent and stay ahead of the skills gap by embracing the idea of lifelong learning. Click below to download this guidebook

Coaching has grown more popular than any other developmental technique in recent years. Today, most organizations need leaders at all levels who can drive rapid change. The more an organization can make every leader an effective coach, the more fluidly it will adapt to today’s fast-moving business environment. With the rapid changes in markets and technology, learning and upskilling have become everyday activities. Coaching is a great tool to nurture talent on an ongoing basis.  This guide offers twelve coaching best practices that organizations can share with leaders and employees. Each best practice is accompanied by reading recommendations from the getAbstract library.

What are the obligations of managers? The answer to this question varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma. If you need compliance, or supervision of employees, the things your organization needs managers to do well has a clear, well-delineated set of guidelines and boundaries. On the other hand, if the answer leans towards the successful achievement of goals, the things you need managers to do well are probably less defined. The objective of this eBook is to offer some insight into what we see as emerging principles in employee coaching for managers. The marketplace is changing, and so are our workplaces. While many traditional coaching models provide excellent guidance, they may not fully prepare our managers for success, without some modifications, for successful coaching experiences with today's workforce.  

The LEO Learning research team has compiled a helpful list of external resources that we’ve found useful in understanding the power and delivery of collaborative learning in practice. These resources were first distributed in the October 14 webinar below.  For the greatest benefit, watch the recoded webinar as well.  But even if you don't, be sure to download this valuable list.  Our gift to you, from Training Mag Network and LEO Learning.

All of the assumptions in our "Common-Sense" article are based upon a well-tested psychological principle, such as Maslow's heirarchy of needs, the Yerkes-Dodson law, psychology's law of effect, the Hawthorne effect, Herzbergs's two-factor theory, and even a few well-tested hypotheses of our own. But don't let the names intimidate you. These are simple, verifiable, ideas—the kind of assumptions you make everyday about the people you supervise. Each of the concepts we discuss is an example of what we call tested common sense assumptions made about human nature that have been empirically verified through psychological research or through actual application in the "real world" of the workplace.

Competency-based training should be an important part of any great employee development program. Simply put, competency-based training is a learning model where employees must reach a certain level of knowledge and skill on a particular topic before advancing to the next task. However, selecting which competencies to develop in your employees can be a difficult decision. In this eBook, we’ve further outlined what a competency is, how to define them, and how to implement competency-based training at your organization. In this eBook, you’ll learn: The competency cycle and how to use it to develop a successful competency-based training program How competencies can mature through different job roles are your organization How to create and utilize job profiles to assess skill gaps

What Do We Mean by Connected Learning? Connected learning is a term we are using to describe the convergence of two critically important themes in the evolution of digitally enabled learning—two themes that are combining to deliver game-changing opportunities for learning and organizational performance, right now. Digital learning has come a long way. An industry that started out with a focus on providing efficiency, consistency, and increasing reach and speed (what we sometimes call ‘digital learning 1.0) is maturing into a fully networked, data-led and measured set of tools, processes and deeply relevant and engaging learning content for every learner at their point of need. These are learning ecosystems that also now finally put the learners and their powerful and personal relationships with each other in the center of the picture-building again, the way people have learned for many millennia—is this digital learning 2.0 perhaps? Click below to download the eBook.  

Remote work is changing how you learn. While 60% of surveyed L&D professionals expected to implement a virtual training strategy before COVID-19, remote work has drastically enhanced the speed of implementation for most organizations. Excitingly, this experience is recontextualizing learning and knowledge-sharing in unparalleled ways.   Download this infographic to have a quick reference of the research presented in the article, The New Normal: Connecting with The Remote Workforce.

As AI continues to gain popularity and attention, it's important to stay grounded in real business outcomes and avoid being swayed by false promises. That being said, exploring the possibilities of AI can be an exciting and valuable exercise. In this guide, we strike a balance by taking an optimistic view of the future of AI. Our north star is aimed at harnessing the power of AI to unlock new levels of potential.  

For years, organizations researched, explored and discussed transforming content to a more learner-centric, multi-modal, personalized environment. But the actual transition has been arduously slow. Although the workforce has grown increasingly mobile, remote and dispersed, most learning organizations continue to focus on in-person, instructor-led training. Of course, 2020 and the onset of a global pandemic upended everyone’s perception of "business as usual" and kicked all of these trends into overdrive. Learners expect the technology and content associated with learning to behave the way technology and information behave in their everyday lives. They want personalization, context and relevance, and they want it immediately.  Download the free eBook by Brandon Hall Group and Xyleme

Online training is broken, with next to no engagement, poor completion rates — and you can forget about ROI. To get the learning outcomes you’re after, you need to make sure learners move from a passive mindset to an active one. Instead of just reading information or watching videos, learners need to take action.  Shifting from content-based training to action-based training can increase your training engagement and completion rates by more than 2,000%. This infographic outlines the benefits of action-based learning and how it can help create greater impact. 

What will you find in this report? 2020 was an uncertain time for everyone. Corporate training has faced rapid changes that have revolutionized the way we learn and develop ourselves at work. In this report, we draw conclusions on the challenges and contradictions associated with skill training in organizations from a survey of 1,500 HR professionals and employees across various sectors. The analysis of the data obtained reveals some tensions between the different actors within the corporate training sector, but also points to some common ground and key trends for 2021. Download the report and access:  Data obtained from surveys conducted on 1,500 HR professionals and employees from diverse sectors, in the United States, Mexico, France, and Spain Graphs and infographics that reveal where there is alignment and misalighment between the parties involved in corporate training Case studies of well-known organizations that support the conclusions drawn from respondents' answers Opinions of professionals and experts in talent management and development fields

Employees give an NPS of -29 to their organizations’ online training, despite an increase in digital investment More than 1,000 professionals from HR, L&D, and HR Consulting participated in Gamelearn's second edition of its annual report. Their answers were contrasted with those of employees to identify misalignments. And guess what? Some serious contradictions have been detected. According to the results of our survey, over 60% of companies have increased their online training budget compared to last year. However, professionals rated the online training programs they’ve received with an NPS of -29, clearly a failing grade. But it's not all contradictions, almost everyone surveyed agreed on what kind of solutions would provide both the engagement employees need to learn and the results organizations need to grow. Want to find out what they are? Click below to access the full report.

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.

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. 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.

COVID-19 showed us how easily face-to-face solutions can be disrupted. This crisis brought about a new normal, and that means your in-person training programs needed to quickly adapt. Fortunately, pivoting to a digital-first learning model doesn’t only ensure the health and safety of your learners or the stability of your business, but it’s also been proven to be more effective. See how you can convert your instructor-led resources into amazing eLearning assets with this step-by-step roadmap for integrating digital-first learning at your organization In this eBook, you will learn: Four tips to boost learner engagement Things to keep in mind to create great training resources for adult learners Why eLearning fits the modern learner and the modern organization

Many organizations today are building learning stacks using multiple learning platforms and systems. The problem is, most of these platforms are content-based and are focused only on passive content consumption, which leads to poor knowledge application and retention.    So, how do you design a learning stack that’s centered around REAL learning?   Download this just-released eBook and learn how to build a learning ecosystem that demonstrates outcomes and value.

This template acts as a guide to writing a course outline. Just download the template and customize it according to your eLearning project. It also includes an example of how the spreadsheet can be filled in.

From engagement struggles to scalability issues, there are multiple challenges trainers and instructors face in virtual training environments.   Download this article to understand the recognized and unrecognized challenges and actionable insights on how to overcome them for impactful business-critical virtual trainings. 

Discover how L&D teams and subject matter experts are using no-code VR content creation tools to quickly create immersive 360° scenarios, interactive 3D simulations, and compliance-ready assessments — all without developers or massive budgets. Inside, you’ll: Follow a step-by-step creation process Get a detailed breakdown of time and effort involved Learn proven best practices for SME-driven content creation Download the guide now to discover how to launch VR training that’s fast to build, easy to update, and proven to boost safety, compliance, and performance across industries.