Monthly publication/newsletter giving you insights on the latest things that happen in the Learning & Development Space.

Nifty Learning SRL
Bd. Carol I, nr. 23
700507 Iasi, Romania

In this episode, we tackle some of the most important aspects of L&D work, answering questions about:

* L&D’s internal customers

* how to improve L&D’s understanding of the business

* the access to the company’s strategy and how L&D can contribute

* the multidisciplinary aspect of L&D work

* whether the function should be rebranded

* how to work together with the other People functions

* personal development for L&D professionals

A breakdown of the episode’s topics has been graciously created by Bülent, and you can find it by following the link below:

* Learning experience design should consider that humans are driven by emotion rather than logical reasoning and incorporate ways to be impactful and effective (aka “sticky”). Reading recommendation: Motivational Design for Learning and Performance.
* To make learning meaningful, L&D needs to create a relatable story around a specific piece of organizational knowledge (a procedure, process, business rule, tool/functionality). This is the core of Dr. Quinn’s latest book: Make it meaningful.
* L&D should design impactful learning experiences regardless of company culture. Reading recommendation: Drive by Daniel Pink on purpose as a component of relatedness.
* L&D must internally practice the appropriate mechanisms that create a learning culture to improve its credibility in the business.
* L&D is crucial in an organization’s ability to tackle future innovation and competitiveness. Reading recommendation: Revolutionize Learning & Development.

Data sources to support L&D business cases:
– in-house experiments, run with the support of sponsors/champions
– anecdotal data or examples from other industries that show converging results
– academic research and books (for example, for the value of social media, you can read The New Social Learning)

Quick wins that L&D can start working on today:
A. Switch the approach of designing new learning experiences: instead of teaching the audience through a series of presentations, L&Ds could try other methods: problem investigation, collaboration, answering questions, and solving tasks that require the participant to apply the knowledge learned.
B. Change the indicators that L&D measures: instead of attendance rates, time spent learning, course reviews, and time to course delivery, L&D should focus on the business metrics it supports.
C. Find an enthusiastic adopter willing to work with L&D on designing a learning experience; present to management the improved business metrics.
D. A learning experience should offer ample practice context – currently, only 80% of the content is theoretical, and 20% is practical; L&D should switch the proportion.