Editor’s note: Here’s a timeline of US companies that have developed successful people policies – starting way back in 1930. Some interesting facts and figures.
Editor’s note: We like this manifesto from Tom Peters. it reads more like a list of things to do and ways of being if you want to succeed. A great read on both a personal and professional/organisational level.
LearnPatch is interviewing some of the speakers at the forthcoming World of Learning Conference and…
Editor’s note: A must-read article on behaviour change. Fascinating insights into what makes people change and how that can be used in organisations. Thanks to Cedric Borzee for sharing.
Nigel Paine, former chief learning officer at the BBC and L&D thought leader, says that…
We caught up with Euan Semple ahead of his talk on organisational change at the…
Editor’s note: Rob Jones tells a good story. Here he looks at doing things differently – simple stuff really.
Editor’s note: If you want to get the neurons firing today the read this piece and have a think on it. The pace of tech change and its impact on how we live our lives is worth thinking about.
Editor’s note: Change management reimagined. Let’s start by not calling it change management . . .
Just over four years ago three colleagues and I set up a knowledge sharing event…
Editor’s note: A review of HRD that ends with a call to arms; ‘In our attempts to “modernise” ourselves in the last 10-15 years, we have actually managed to dilute what we do, so people (our users) no longer understand the value we can bring to an organisation. People development – not learning and development… come on… wake up people!’
Editor’s note: Chief learning officers share their barriers to making change happen.
Editor’s note: Reflections on how L&D can help build personal and organisational resilience from Sukh Pabial who is helping his organisation change rapidly as a part of the change agenda in the NHS.
Editor’s note: Andrew Jacobs picks up on the theme of change. This quote sums it up: ‘If we don’t become agile, if we remain entrenched in ‘the way we do things’, if we want to be considered as partners we need to start partnering, stop providing and use the opportunity of the channels we now have.’
Editor’s note: Charles Jennings reflects on the demise of retailer HMV and draws out some lessons for L&D.