Many organizations today are building learning stacks using multiple learning platforms and systems. The problem is, most of these platforms are content-based and are focused only on passive content consumption, which leads to poor knowledge application and retention.    So, how do you design a learning stack that’s centered around REAL learning?   Download this just-released eBook and learn how to build a learning ecosystem that demonstrates outcomes and value.

Will this be recorded?" It might just be the most commonly asked question at the start of virtually every training event. And the good news is that nowadays, you can almost always answer, "Yes." Great. But then what? According to a Wainhouse Research study, 87 percent of employees1 agree that having access to recorded training classes, webinars, and other events makes it easier to revisit crucial information when it's needed most. Today, recording training sessions is quickly becoming standard practice. And the benefits are well known. Among the many positives, video helps learning and development (L&D) teams provide employees with a comprehensive resource to reference after the training ends, and also provides employees unable to attend with access to the information on-demand. But good intentions too often fall short once the training session ends and the recording stops. For all its benefits, video also presents challenges when it comes to storing, sharing, and even playing recordings. Left unsolved, those shortcomings make video content burdensome for employees simply looking for quick information that helps them perform their jobs. Fortunately, there is a solution. A video content management system (or video CMS) solves the most common problems of managing and sharing video. In this paper, we'll review the five biggest challenges organizations face when using video to support corporate learning. Then we'll examine how a video content management system helps overcome those challenges to better enable video-based learning.

Are traditional Learning & Development (L&D) approaches broken? You want to help your people develop key skills and behaviors that will propel your organization forward. Yet studies reveal employees forget up to 60% of what they hear in a typical L&D session—on the exact same day they hear it. And research shows that 7 out of 10 employees fail to ever transfer what they learn to their actual jobs. Something is clearly not working. Clinging to legacy L&D methods is no longer an option. You need a way to add strategic value to your organization—especially at a time when L&D must prove ROI and business outcomes such as retention and P&L. Read the 5 Reasons Why L&D Isn't Working Today, to learn: The top five reasons current L&D solutions are failing you How to move beyond L&D to get real results you can see (and measure) Why companies like Logitech and Workday are turning to one-on-one coaching at scale to create lasting behavior change

Learn how you can harness the power of your enterprise software with a workforce that uses it accurately and intelligently. This training business case explores the reasons for adopting an enablement solution, ways to integrate it into your organization's business model, and details about what your business can expect to get out of it.

Organizations face a real threat to leadership continuity, and to their bottom line: the talent gap. To combat this, companies need to find ways to develop their personnel, helping individuals evolve into positions that rely on their experience, education, and skills.   In this white paper you’ll learn: How to effectively upskill talent into leadership roles The foundation of leadership development Who needs foundational leadership development How to support the development of emerging leaders

Supporting your staff with this benefit can demonstrate how you value their growth.   Through tuition assistance, employees can obtain advanced degrees and certifications they might not otherwise pursue. Many companies use this benefit to attract and help retain top talent at various levels within their organization. More and more we’re seeing organizations partner with universities to make the most out of their tuition assistance benefit—some even going as far as to provide degree programs for no cost to employees who take advantage of this benefit. Click below to download this White paper.

Stop guessing how to engage employees Your organization offers great perks like a casual dress code, flexible hours, and social events. And yet your top performers still leave, and you're left sorting through another stack of resumes wondering what happened. What is it that they actually want? If your organization is struggling with employee engagement, you're not alone. An alarming 85 percent of the U.S. workforce is disengaged. And if you're wondering why you have low engagement, you're not alone there either. Despite their best intentions, organizations often miss the mark when it comes to engaging employees. Low employee engagement isn't just bad for morale. It can lead to more safety incidents, less productivity and profitability, and increased turnover. But don't feel like engaging employees is a losing battle not worth fighting. It is possible to improve employee engagement by first understanding what drives employee engagement. Once you get to the root causes of disengagement, you can begin to engage employees in a way that resonates with them. In this infographic, you'll learn: How improving engagement produces positive business results  The conditions employees care about most Detailed models to use to improve engagement

The term, "Agile," isn’t new, but the use of such a framework has become an indicator of relevance in today’s ever-changing business environment. Since Agile emerged in 2001 as an alternative to the cumbersome documentation process miring the software industry, it has been adopted widely by other businesses as a framework to develop effective solutions quickly. Its hallmarks are collaboration, flexibility, and speed. Like most business functions, Learning and Development (L&D) organizations that can’t meet those ideals soon will be irrelevant.   Agile methodology isn’t the only worthwhile approach to instructional design, of course. ADDIE, Lean, and other frameworks are available and effective, but Agile is particularly well-suited to instructional design, and its core principles can be applied to many design approaches.   This white paper discusses what the Agile design concept means for L&D and outlines some best practices that can make all organizations more responsive and flexible.

Choosing the best technology to deliver learning solutions challenges every training organization, regardless of size or experience. It’s easy to become stymied by legacy systems or diverted by the latest bells and whistles, especially when business leaders have a keen desire to try the newest technologies.   We among the Training Top 10 Hall of Fame organizations are struggling with this, too. We’re learning, though, and know it is critical to continue to focus on aligning learning strategy, content, and supporting technology with business results and needs. When we do that, learners win every time.   In this white paper, we look at Training Top 10 Hall of Famers’ learning and development (L&D) technology best practices and what we’re still learning. These lessons can be applied in any organization, regardless of size or industry.

Talking with the C-suite, having a seat at the table, being a trusted advisor…whatever you call it, this form of success only comes from credibility fostered by a reputation of consistently giving good advice.   That requires being accurate, intuitive, and trustworthy - attributes that can be built only over time. To foster that perception and, thus, gain access to the C-suite, Learning and Development (L&D) leaders must understand the business, see the big picture, and be able to tap subject matter experts to provide the granularity required to ensure that each development activity adds value. Development for development’s sake is not an option. The inkling that L&D could be a valuable business consultant begins with small things—successes forged despite adversity—and grows with consistent improvements until, eventually, the C-suite routinely seeks its input.   With guidance and tips from the Training Top 10 Hall of Fame organizations, this white paper will help you develop what it takes to propel yourself and your department into the confidence of senior leaders, reliably and consistently.