Training magazine’s Training Top 125 Award winners are the organizations with the most successful learning and development programs in the world—and the Top 125 has been the premier learning industry awards program for more than 12 years. Download the 2016 application today!
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After my keynote at the Training 2015 Conference & Expo in Atlanta, it was clear that many of the leaders in charge of learning and human resources were already positive themselves.
New research from the front lines shows that not only is it possible to broadcast positive messages to raise business outcomes such as engagement, performance, and profitability, but that there is a scientifically based way to do it to more effectively get your message across
Unless negotiation skills are acquired through other learning programs, life experiences, or on-the-job training, new managers who now have instructional design as part of their roles and responsibilities are likely to be lacking in the art of negotiation.
A couple of decades ago, two academics at the University of Manchester—Susan Moger and Tudor Rickards—developed a model in which the creative leader introduces structures (protocols) that facilitate the creativity of the team. They call these structures “benign structures” as they don’t impose structural impediments to creative development and systems change.
Do you want competent employees or do you want employees who are working to be great? There is a huge difference in productivity between competent and great employees. This question causes organizations to rethink their approach to employee development.
These tools can be used to build community and continue the learning conversation started in the classroom, or it can be used as a stand-alone “just-in-time” set of resources for training in the flow of work—or anything in between.