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High-Impact Learning Practices

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High-Impact Learning Practices

The Guide to Modernizing Your Corporate Training Strategy Through Social and Informal Learning

Bersin & Associates,

15 min read
10 take-aways
Text available

What's inside?

Smart learning and development gives your company an edge in a highly competitive world


Editorial Rating

8

Qualities

  • Innovative
  • Applicable

Recommendation

The world of corporate learning and development (L&D) is undergoing serious transformation. Traditional training methods no longer address changing business needs, so learning professionals must develop fresh approaches that use the latest technology and social media. This report from senior analyst David Mallon of Bersin & Associates, a leading research and consulting firm, explains how to foster a corporate learning culture. It walks you through rethinking your training function, redesigning your learning programs and retraining your educators, all in line with the best practices that typify a “high-impact learning organization.” Bersin’s research comes from a comprehensive study of 40,000 corporate, HR and training executives from nearly 800 organizations, so if it seems to depend fairly heavily on lots of information-packed charts and graphs, that’s why. The report’s pages are jammed with useful insights and ideas. getAbstract recommends this results-oriented overview to L&D executives who want to organize and administer cutting-edge programs.

Summary

Corporate Learning in the Balance

The tempo of change in the field of corporate learning and development (L&D) has shifted into overdrive. Advancing technologies now enable information to move faster and farther within an organization. Younger employees have far different learning expectations than those of older staffers. Informal learning is increasingly popular.

Research shows that most organizations’ traditional learning and talent management practices are poorly equipped to deal with these challenges. Indeed, most corporate training is lackluster and relies too much on outdated forms of design and delivery. Today’s “high-impact learning organization” transcends the norm and responds to business needs with state-of-the-art learning methods that bring the right kind of training to the right people at the right time. To make your L&D operation into a high-impact learning organization, focus on three areas:

  1. “Skills and competency development” – The corporate L&D’s main purpose is to enhance the staffers’ professionalism, expertise and skills to maximize performance.
  2. “Talent development”

About the Author

David Mallon is a senior analyst at Bersin & Associates, a research and advisory firm focused on enterprise learning and talent management.


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