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Personalized leadership development holds great potential to drastically change the learning experience. It taps participant engagement, promotes ownership, and builds independence and confidence, while maximizing the leader's learning potential based on their individual needs, abilities, and preferences. Today, learners have access to diverse content and are making their personal preferences known regarding what is included in their training and the format in which they receive that content. They want to focus on learning that is unique to their current situation taking into account where they are in their careers and in their lives. At the same time, we need to ensure that they are achieving their behavior development goals. In this interactive session, you will learn the five practices for harnessing the power of personalized leadership development: personalized content, personalized insight, personalized practice, personalized performance support, and personalized learning environment. Additionally, you will network with peers to share personalization successes and tips for incorporating the new mixes of face-to-face, social, electronic, virtual, and on-demand learning.
Sustaining a career in training requires a strategic partnership with the business that produces measurable business results. So how do you become a strategic business partner? In this thought-provoking session, an industry leader in training evaluation will outline what to do before, during, and after training to produce and document organizational results. He will provide tactics and tools for earning the trust of stakeholders and expanding your influence beyond the classroom. Training leaders will come away from this informative session armed with the information they need to become strategic business partners with their stakeholders. All training professionals will gain an understanding of the role training must play to remain viable in any organization.
Within most organizations, results are often very different from established goals. Developing a strong evaluation plan before you begin the design and development of a learning transfer program—especially one that focuses on leadership development—can improve your chances of achieving agreed upon outcomes. More importantly your evaluation plan allows your stakeholders to react faster to missed targets. Attend this session to find out why. This session is an actual case study. You will explore the development of the evaluation plan for a leadership development program for the regional managers of a retail/wholesale chain of stores in the United States. In this session, you will learn how the plan was implemented and what happened, including the unexpected. You will discuss correlating the desired business operating results to the leadership development program's learning objectives and the actual outcomes accomplished. The methodology utilized to develop the Kirkpatrick Level Four results and leading indicators and Level Three critical behaviors of the evaluation plan is incorporated into this session. You will examine what happened after the formal leadership program was implemented, including data analysis and stakeholder presentation development. This session will discuss how these behaviors were applied and the operational results that were obtained and scrutinize the large collateral benefits that occurred.
It doesn't matter how great your training is. It doesn't matter how much people learn. If learning is not transferred and used to improve performance, then, from the business's perspective, the training failed. In this fast-paced and interactive session, you will learn the only two questions that really matter when it comes to transfer of training: 'Can I?' and 'Will I?' Unless your trainees answer both of these questions in the affirmative when they are back on the job, then your training will not deliver on its promise. The 'Can I?' question is about ability and opportunity to use new learning. The 'Will I?' question focuses on learner motivation. In this session, you will learn the factors that influence the answers to these two critical questions and, more importantly, what you can do to influence them. We will show that the answers—and therefore learning transfer—are driven by much more than the teaching methods and medium and that the influence starts long before class and continues long afterward. We will build on an ASTD Infoline and the 6Ds model to provide you with a practical framework for enhancing learning transfer and maximizing performance improvement. You will receive proven advice, checklists, and guidelines that will help you improve the effectiveness of training, increase the learning transfer rate, and deliver business relevant impact from training.
If you are looking to make an impact on your organization by embedding negotiation in your business, you should listen to the stories from these panelists. They will share how they did it and what made it so impactful. Their stories will include their experience in the classroom, engagement after, measuring the results, ideas around sustainability, and application to their business. The session's panel, which includes executive buyers and sellers from various major companies, will discuss the application of negotiation skills and the impact it has had on their businesses. You will hear about real-world results, ROI, and behavioral data, as well as why it was so impactful and sustainable. They will give feedback on what worked, what did not, and how to keep your consultant and your team fully engaged.
ASTD changed its name to ATD to meet the growing needs of a dynamic, global profession.
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ASTD is now the Association for Talent Development (ATD).
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