In this article, we take a quick, light-hearted look at the skills and characteristics needed to be a successful Learning and Development Manager (warning: our tongues were ever so slightly in our cheeks when we wrote this!). By: Sam Russell – November 2015 Recipe: First of all, take several years to develop all the skills and…
By: Sam Russell – November 2015 All presenting is selling! Whether you are presenting to clients, pitching an idea to senior management or sharing your vision for the future with your team, your success often depends on your ability to answer the one question audiences think about but don’t ask; ‘What’s in it for me?’…
By: David Burns – November 2015 Continuous learning appears to be a catchphrase for many businesses. Indeed, there are many that are now requiring their employees to consistently participate in a learning and development program in addition to their regular work routines and responsibilities. However, without a clear learning and development or training policy, you…
By: Scot Howe – October 2015 A company’s Mission Statement is meant to drive the business towards a goal. It is meant to underpin its success but can also mark, or be a measure of its failure.Unfortunately, many companies fall into the latter pot, but do so because their mission statement is far from what…
By: Leisa Bulow – October 2015 Congratulations! The powers that be have recognised how good you are at your job, and have promoted you above your teammates. Well done! Of course, everyone is super happy for you, and they all know how much you deserve it, and none of them are upset that they didn’t get…
By: Judith Kors – October 2015 Back in July we posted an article on ‘How to win L&D budget approval’. One of the key aspects of this was to provide market research and statistical data that would support your business case for specific learning & development programs and show a clear return on investment to…
By: Sam Russell – October 2015 It’s often said that the true value of an organisation is nothing more or less than the sum total of the capabilities of its workforce and, of course, their willingness to implement them (i.e. their engagement levels and work ethic)…everything else in an organisation being just buildings, machinery, stationary,…
By: Leisa Bulow – October 2015 The days of the good old ‘feedback sandwich’ are gone, thank goodness! This was when you provided a piece of good feedback, then a piece of negative feedback, ending up with another piece of good feedback. You can almost picture it as some sort of dark, gooey spread in…
By: David Burns – October 2015 Linking Company Objectives and Personal Performance You may have heard the phrase ‘what gets measured gets done’. Defining and measuring effectiveness – especially the performance of workers – is a critical part of the job of a manager. The question is: How do you define the skills, behaviours, and attitudes…
By: Scott Howe – September 2015 Values in a business change due to a number of things: succession of CEO/MD, the market, economic wealth, or brand expansion to name but a few. The unfortunate consequence of this values shift is ‘change’. The word ‘change’ places more fear in the employee group than most others…except, of…
Learning Matters - The Australian Learning & Development Network Magazine 