Often at this time of the year, we reflect on change and the possibilities of looking for a new job. There are many reasons why we consider other positions, but once we have decided to do so, then our preparation begins, and step one is getting ready for the interview.
The two most frequently asked questions by new clients are, “Can you helps us improve/update/increase …” and “Should we be investing in that new …” Our response is always the same, “Do you have a strategy or road map that you are currently following?”
A recent Brandon-Hall study found that aligning the learning strategy with the business goal was a top priority for learning organizations. Production can be as fast and efficient as possible but if you are producing an obsolete item you will never achieve your goal of increasing market share.
Earlier this week, FKA President, Michael Nolan, presented Becoming a High-Performance Learning Organization at I4PL 2017 conference and trade show in Toronto. Here is an excerpt from his presentation on the six main forces of change impacting Learning and Development today.
With all the hurricanes, wildfires and political uncertainties we have been experiencing I thought we could all benefit by reflecting on teachers who made a difference in our lives and then remembering that what we do is important!
Three colleagues on the FKA team wanted to share their memorable learning experiences:
With the constant pressure to do more for less…and FASTER!, learning professionals are always on the look-out for tips from experienced professionals. This blog describes how FKA’s design and development team takes full advantage of decades of experience over hundreds of projects.
In part 1 of this blog we identified how we define an “effective design” and introduced our Learning Evaluation form and discussed how it can be used with the designers’ clients to confirm they have a clear understanding of their clients’ expectations for their learning programs.
As an instructional designer why would you want to assess the design of a learning program? It could be as straightforward as wanting to know if you have done a good job on the program design you just completed. It could be more complex. For example, you might want to identify which of the existing learning activities and materials have weak designs and would benefit from some updating. In some situations, organizations have standardized their instructional design methodology and want to confirm all the designers and developers are producing learning materials that adhere to the new standards.
It is a fact that organizations are spending billions of dollars annually on their learning and development (L&D) activities. Paired with this fact, is the belief that no more 20% of this investment results in the transfer of the new skills and knowledge back to the job. Current research in neuroscience (Neuroscience Part 1: What Was Old Is New Again; Neuroscience Part 2: Spacing Effect; Neuroscience Part 3: Microlearning) is identifying new ways to maximize learning, but if the new skills and knowledge are not getting transferred to the job and improving performance, it is a waste of time and money.