When it comes to competency-based learning, you will likely recommend learning that will get someone to their target level (meaning the learning objectives help them perform the behaviors in that level). Using the previous example, you’d recommend an activity that would get a Pre-Sales person to a level 2 or even a level 3. But for the Sales VP, you’d recommend a different activity to get them to a level 5.
Read More“Companies can’t be resilient if their workforces aren’t. Building your reskilling muscle now is the first step to ensuring that your organization’s recovery business model is a success.”
Read MoreIn uncertain times, the best thing to do is take control. What can we control? Our own personal development. What you want to promote is that they have the opportunity, right here and now, to develop their skills – whether that is in their current role or to prepare them for their next role, wherever that may be.
Read MoreIn order to train his group, Maverick breaks down the mission into its core deliverables and trains on each part of the mission. This is exactly how we need to address corporate training – by breaking down each role into the skills (and associated behaviors) needed to be great at our jobs. This is called competency-based learning.
Read MoreBusiness impact is the #1 measure desired by CEOs and only 8% currently see the business impact of L&D, you can see that skill practices have the unique ability to connect the dots for executives like nothing else.
Read MoreWith the speed of change driving upskilling and reskilling efforts, it has never been more important to ensure that classroom and other formal learning events result in skill improvement.
Read MoreIf you work in Learning and Development in either a federated hub-and-spokes model or you own L&D for the corporation, you l want to be able to create competency-based learning content that addresses the needs of different business units.
Read MoreThey say that perception is reality. What if perception is that your learning department is perceived to have minimal impact on corporate strategy?
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