When adopting a performance consulting approach, some practitioners from talent functions find it challenging to change the types of conversations they have with clients.
Like many managers in his organization, Jim was experiencing herculean levels of pressure. Having worked with him before, I sensed that he was actually in tears as he described his request.
A client is defined as a leader in the organization who is responsible for achieving a business goal and who has the authority to change the performance of a group of employees in order to achieve that goal.
Consider me your accountability coach. I’m here to challenge your thinking . . . specifically, to challenge you to give yourself the same energy you give to your learners.
Your materials are prepped. You’ve practiced the content inside and out. You’re ready to deliver a best-in-class training program. No matter how prepared we may feel, our profession is guaranteed to present us with the unexpected. So how do we pivot when faced with learners who don’t see value in the program, who don’t buy in to this timely investment? How do we train the untrainable?
It isn’t easy to create effective learning events. If it were easy, there would be little need for instructional designers—everyone would build their own learning events.
I did not go to school for talent development—I was thrust into the role of trainer, and I liked it. It turns out this was the same path as some people who built learning and development at some major companies, so much so that there is a term for it—we’re called “accidental trainers”.
What HR technology can we expect to see (if we haven’t already) in 2018? And what disruptions can we expect them to introduce across management lines? Keep reading to learn more about the future of HR, and what we can expect from tomorrow.