Editor’s note: This is a very interesting piece of research from the Chartered Institute of Personnel and Development. It asked 3,700 employees to what extent they use the skills they have in work and how they develop new skills at work. There are some useful insights into the L&D tactics that are most useful.
Editor’s note: The Learning and Performance Institute has updated its tool for assessing the skills of learning teams. It defines skills as being in one of five categories. Interestingly, there is now a new category of ‘supporting learning’, which includes community and coaching.
Editor’s note: The authors of the book Make it Stick: The Science of Successful Learning have created a great resource that provides practical tips and resources on putting the science of learning into practice.
Editor’s note: Maybe design thinking doesn’t get us to better solutions. According to Natasha Iskander, an associate professor of Urban Planning and Public Service at New York University, the design thinking process can end up keeping the status quo.
Editor’s note: There seems to be an increasing amount of noise around evidence-based approaches to HR and learning. It is worth remembering that the research we see reported only tells half the story. We need to understand the entire story to make better decisions.
Editor’s note: Jane Hart has published the top tools used by L&D professionals. This list has been running for a number of years and provides some great insights into what tools and technologies people are using to support learning at work.
Editor’s note: This report is interesting to get a handle on the types of skills employers will need over the coming months and years. The report has a section on the UK and key skills include innovation, creativity,learning skills, leadership and social influence.
Editor’s note: Yet more research to suggest that skills development is becoming the number one priority for organisations. And that includes skills development within the L&D team.
Editor’s note: Thank you to Phil Wilcox for sharing this fascinating article on why nudges designed to change behaviour can go wrong and deliver unintended results. There are great insights here that will help inform how you can engage colleagues around learning (with or without nudges).
Editor’s note: This is an incredibly useful resource for L&D teams. Here, Google shares insights in to topics such as peer to peer learning and the science of successful teams. There are lots of practical tools to help put the thinking into action.
Editor’s note: Here are some interesting insights into how Google is designing apps for business. The approach has two elements at its heart: human-centred design and AI.
Editor’s note: Chairman of the Learning and Performance Institute is looking at creating some guiding principles for workplace L&D. In this piece he explores the first principle and that is that the word ‘learning’ is used to mean many different things. It’s an interesting piece and associated discussion.
Editor’s note: This review of What’s Your Type? The Strange History of Myers-Briggs and the Birth of Personality Testing, by Merve Emre, provides some illuminating background on Katharine Cook Briggs and her daughter Isabel, the inventors of the Myers-Briggs personality test.
Editor’s note: This research shows that the digital skills most likely to be needed in the future are ones that are used in non-routine tasks, problem-solving and the creation of digital outputs. Be careful what skills you choose to prioritise in your organisation . . .
Editor’s note: Bob Sutton is a Stanford professor who studies organisations. For 30 years he has shared with his students a list of the things he believes about organisations. It’s an interesting piece and includes links to relevant references.