Have instructional design skills changed? What other skills are needed to be successful in the profession? The Association for Talent Development has partnered with the International Association for Continuing Education and Training and commissioned Rothwell & Associates to conduct Skills, Challenges, and Trends in Instructional Design.
Convince your online participants to tune in—and get them to interact and engage. Virtual classroom training is here to stay, and web and video conferencing is close to ubiquitous. Interact and Engage! offers proven strategies for captivating your live online audience. With more than 50 activities ranging from openers and icebreakers to closers, instructional design experts Kassy LaBorie and Thomas Stone present a framework for igniting online training programs, meetings, and webinars.
The notion that only the most experienced members of an organization can guide a few promising go-getters no longer applies in today’s business world. In Modern Mentoring, Randy Emelo advocates for a vastly different mentoring practice. Drawing from a rich career, he explains why organizations should consider all employees potential mentors, making everyone both advisors and learners.
The demand for knowledge is increasing every day, as is the sheer volume of knowledge that is available to an organization and its team members. At the same time, organizations are facing the retirement of significant numbers of their knowledge workers. These realities are making it critical to reduce time to competency. To bring team members up to speed quickly and help them work independently, the learning and knowledge teams must work together effectively.
Managers are currently faced with the most uncertain environment in history. How can we lead our teams to create and seize opportunities? How do we navigate through the fog in our brains and the overworked staff sitting in front of us? Leaders Don't Command, originally published in Spanish as Mejor liderar que mandar, draws from author Jorge Cuervo’s vast experience as an executive, trainer, and coach to help each of us to bring out the best of ourselves in leadership, management, and supervisory roles.
According to the International Coaching Federation, in 2012 there were an estimated 47,500 professional coaches worldwide. Once perceived as an exclusive perk meant to address the development needs of senior executives and emerging leaders, coaching is now offered to employees at various stages of their careers. It is also interesting to note that more often coaching is being administered by internal coaches.
Organization Development Fundamentals provides a starting point for those interested in learning more about taking this proactive approach. The authors explore the many facets of organization development and change management, including the theories, models, and steps necessary to complete the process. This is a perfect resource for professionals who are just starting out in the OD field or who want to brush-up on the basics.
Today’s work challenges often demand the best and brightest to come together, each one offering expertise in her special niche. However, when “leaders of leaders” come together to form a leadership team, challenges often arise. Leaders are used to having the final say, and are often unaccustomed to the collaborative, team-oriented relationships required of leadership teams.
Change Agents: The Role of Organizational Learning in Change Management Whitepaper is derived from an ASTD and the Institute for Corporate Productivity (i4cp) research report that examines training and development’s role in organizational change. The whitepaper includes an overview of the findings.
Change Agents: The Role of Organizational Learning in Change Management is an ASTD and the Institute for Corporate Productivity (i4cp) research report that examines training and development’s role in organizational change.