Editor’s note: Researchers have delved into data to look for ‘success’ patters and ‘failure patterns’ in order to determine why some projects succeed and others fail. The answer is that those who succeed are better able to learn from their mistakes. This helps them work smarter, not harder.
Editor’s note: In this article, Will Thalheimer summarises the key findings from his research into learning transfer. This is a must read if your job has anything to do with turning training into action. You can access the full report through this article too.
Editor’s note: Professor John Sweller explores cognitive load theory and why it underpins direct instruction.
Editor’s note: This article brings to life the idea of evidence-based practice. Donald Clark has pulled together a wide range of research and compiled a set of insights that will help L&D teams produce more effective videos for learning.
Editor’s note: Learning supplier Kineo surveyed 6,500 employees and 1,300 employers to understand to what extent employers are investing in learning and to understand how learning, and the value of learning, is perceived in the workplace.
Editor’s note: Fosway Group, in partnership with Bridge, has produced some interesting research on employee development, looking at what it means for employees and employers. For employees, development is important for job satisfaction first and foremost. And on the job training is the preferred way to receive it. Employee development is an important factor when considering a new role. There’s lots of good stuff in here . . .
Editor’s note: Clarity, confidence and connection are the key to onboarding success, according a meta-analysis of research on the topic. This article provides advice on how to create an evidence-backed onboarding process. This site is great for research-backed learning methods.
Editor’s note: It’s interesting to see what topics are driving the conversation on Twitter. Here Twitter shares the six topics that are in the ascendancy.
Editor’s note: This latest research report from Towards Maturity takes a look at how organisations are reskilling and upskilling their employees. It also looks at the types of skills that organisations believe are ‘essential’ for learning practitioners.
Editor’s note: Research of just over 8,000 employees from around the world shows that people are embracing artificial intelligence. This is useful research for showing AI at work in a positive light. And maybe an AI makes for a better manager. Now there’s a challenge for the organisation.
Editor’s note: This research report features insights from interviews with 4,000 UK citizens to understand more about how people lead their lives online. It’s fascinating to see the level of competency with a range of digital skills and how successful employers are at supporting employees in developing digital skills.
Editor’s note: This is round-up of research and evidence into the effectiveness, challenges and opportunities of remote working . The article also looks at the research into the productivity of dispersed teams.
Editor’s note: This research into what satisfies employees at work will not surprise you but it does show yet again the importance of aligning work with personal values and providing opportunities to develop.
Editor’s note: This research report from the Chartered Institute of Personnel and Development carried out a literature review in order to answer the following three questions. They are: What is inclusion and what impact does it have on workplace outcomes? How can organisations assess inclusion? Which behaviours, practices and organisational values build workplace inclusion? This is required reading if you are interested in building an inclusive workplace.
Editor’s note: Researchers have replicated some of the experiment that showed 10,000 hours of practice is enough to make someone expert at a skill, the idea popularised by Malcolm Gladwell. It turns out that other factors as well as practice are also at play in order to become an elite performer.