The landscape of workplace learning is transforming. Organizations today understand that formal training is not always the best solution in the fast changing world of innovation and new technology. The rise of social and informal learning, gamification of training, dealing with big data and working with extended enterprise are just some challenges L&D professionals face in their work today. The Learning Challenge helps practitioners to make sense of the latest developments in this area and the impact they have on the learning function in their organization. With the help of case studies and…mehr
The landscape of workplace learning is transforming. Organizations today understand that formal training is not always the best solution in the fast changing world of innovation and new technology. The rise of social and informal learning, gamification of training, dealing with big data and working with extended enterprise are just some challenges L&D professionals face in their work today. The Learning Challenge helps practitioners to make sense of the latest developments in this area and the impact they have on the learning function in their organization. With the help of case studies and interviews from a range of high profile practitioners, The Learning Challenge defines the role of the new learning leader and illuminates the practical implications for creating and implementing a learning strategy for the 21st century.
Nigel Paine is a change-focused leader with a worldwide reputation and extensive experience in leadership and consultancy. As the Head of Training and Development at BBC, he built one of the most successful learning and development operations in the UK. He now runs his own consultancy, which focuses on leadership, creativity, innovation and e-learning, working with companies in Europe, Brazil, Australia and the US. He is an academic director and member of the international advisory board at the University of Pennsylvania, board member of Management Issues and a Masie Learning Fellow.
Inhaltsangabe
Acknowledgements Introduction Part One The Manifesto for Change 01 The changing context for learning Katy's story The changing workplace: who cares about an engaged workforce? The workplace and performance Technology and the workplace Performance cultures Change at work Where to start? 02 Work is changing The workplace and the work space What is work? What are the implications for the leader of learning? Conclusions 03 The learning leader role is changing Five learning leader case studies Part Two New Ideas for Learning 04 What 70:20:10 is and why it is important Introduction What is 70:20:10? Why we need to think beyond courses What is the debate about 70:20:10? The model in detail The implications for workplace learning What you can do Next steps Conclusions 05 Measuring impact Introduction The Business Success Case Method Thinking about evaluation in a different way The Brinkerhoff approach explained Ten tips to take this forward 06 Performance support Introduction and context What are the limitations of performance support? Conclusions Ten tips to get you started 07 Instructional design Introduction A brief history of instructional design The view from the field A metaphor for learning design Conclusions Ten lessons for instructional design Part Three The Game Changers 08 Coming to terms with big data and learning analytics Context Why big data now? Why learning analytics? Using learning analytics The practicalities of learning analytics A simple model Implementing learning analytics Conclusions: the bigger picture Where to start 09 The lessons from neuroscience Setting the scene Brain development What we know about the brain and the lessons for learning Neuroscience and learning Brain rules Organizational learning Conclusions 10 The importance of technology for learning Introduction What's new? Trends in learning technology Challenges and opportunities for learning leaders What should the learning leader do? References Index
Acknowledgements Introduction Part One The Manifesto for Change 01 The changing context for learning Katy's story The changing workplace: who cares about an engaged workforce? The workplace and performance Technology and the workplace Performance cultures Change at work Where to start? 02 Work is changing The workplace and the work space What is work? What are the implications for the leader of learning? Conclusions 03 The learning leader role is changing Five learning leader case studies Part Two New Ideas for Learning 04 What 70:20:10 is and why it is important Introduction What is 70:20:10? Why we need to think beyond courses What is the debate about 70:20:10? The model in detail The implications for workplace learning What you can do Next steps Conclusions 05 Measuring impact Introduction The Business Success Case Method Thinking about evaluation in a different way The Brinkerhoff approach explained Ten tips to take this forward 06 Performance support Introduction and context What are the limitations of performance support? Conclusions Ten tips to get you started 07 Instructional design Introduction A brief history of instructional design The view from the field A metaphor for learning design Conclusions Ten lessons for instructional design Part Three The Game Changers 08 Coming to terms with big data and learning analytics Context Why big data now? Why learning analytics? Using learning analytics The practicalities of learning analytics A simple model Implementing learning analytics Conclusions: the bigger picture Where to start 09 The lessons from neuroscience Setting the scene Brain development What we know about the brain and the lessons for learning Neuroscience and learning Brain rules Organizational learning Conclusions 10 The importance of technology for learning Introduction What's new? Trends in learning technology Challenges and opportunities for learning leaders What should the learning leader do? References Index
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