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What do you do when your biggest learning, networking, and inspiration- sparking event of the year is interrupted by a global pandemic? It’s a thought that would have seemed ridiculously far-fetched just a year ago. Now, it’s one that nearly every organization, keynote speaker, and Training professional has had to grapple with.
ISA’s first-ever virtual Annual Business Retreat helped members rethink not just how they deliver training but also what their businesses and people need to be able to thrive in these extraordinary times—and into the future.
You may have employees who have been with your organization for decades. They have a record of accomplishment, are well liked, and a great value to the company. The problem is your workforce needs are shifting.
How to upskill and reskill employees to rocket them into the new world of work.
With distance learning surging during the pandemic’s stay-at-home orders, many organizations leaned on their learning management systems (LMSs) to provide access to training. So what’s next for the LMS?
Classroom training isn’t just a lectern and whiteboard anymore. Even before COVID-19 struck, corporate classrooms were being turned upside down and inside out to reflect the many ways individuals learn.
For three Training Top 10 Hall of Famers, the future of classroom training is all about architecting development experiences and optimizing the learning environment.
In a long-lasting global pandemic and economic crisis, we can use insights and data from the recent past and impending future to craft a playbook that will inform how we lead, communicate, forecast, and develop our teams.
Taking on new hires and transforming them into great assets will serve both the business and its employees alike. A positive company culture should promote leadership by inculcating such skills in each generation of talent.
One solution is to offer employees more options when it comes to annual leave, such as extending your vacation period into your next financial year (or two years) and/or offering additional pay for unused vacation time.
Culture leaders need to intentionally strengthen workplace norms of behavior during this crisis to create a strong rudder that counterbalances the negative dynamics so they can proactively increase the health and respect within the workplace.