• Learning at Work Week Toolkit Offer – GoodPractice

    To celebrate Learning at Work Week, the team at GoodPractice are offering a month of free access to their flagship product – the fully customisable, industry leading Toolkit. With content that you can trust, the Toolkit is designed to improve the performance of your people through real time, easy access to learning.

    And for a limited time, you can trial their 101 Suite for six months. With modules encompassing everything from coaching to personal branding, the 101 suite helps you to create more rounded individuals, developing those in managerial positions to further themselves while creating an atmosphere of success and collaboration for all of your people.

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  • L&D Lowdown, February 2019 – GoodPractice

    Every month, GoodPractice's expert editorial team curate the content that matters from across the world of L&D. Stay informed and up-to-date with their pick of the best L&D news, research and practical resources. Read the February 2019 edition here.

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  • It is tension, not cohesion, that produces top team performances – RHR International

    Over a six-year period, RHR completed in-depth surveys of 55 leadership teams at organisations working in a range of different industries. The surveys looked at the performance capabilities of these teams, with individuals responding to more than 110 items aimed at elements such as the team’s processes, structure, dynamics, and results. Executives were asked to respond to additional items, focusing on overall business performance, revenue growth, product development, and market share. Within this article, RHR share their findings and what they discovered as a result of this analysis.

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  • Striving for World-Class Performance – RHR International

    Common among professional athletes is the idea of “resourcing yourself” for world-class performance: investing in the support, knowledge, and coaching to enable them to compete and win at the highest levels. Not so common is this idea in the business world. In the first of a series of articles, David Astorino, Senior Partner, Practices and Research & Development at RHR International, finds this topic woefully misunderstood, and discusses the areas where professional executives can learn a thing or two from professional athletes.

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  • L&D Lowdown: March 2018 – GoodPractice

    Every month, GoodPractice's expert editorial team curate the content that matters from across the world of L&D. Stay informed and up-to-date with their pick of the best L&D news, research and practical resources. Read the first edition from March 2018 here.

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  • How to Develop Your CEO Succession Candidates – RHR International

    In 2017, 919 CEOs either resigned, retired, or got fired at publicly traded North American companies. This was the highest number in at least a decade. As more baby boomers hit retirement age and the pressures of leading an organisation continue to mount, several thousand more CEOs are expected to vacate their positions in the next few years. To prepare for these leadership transitions, boards and CEOs need to be preparing the next generation of chief executives now.

    In conducting the research for the book, Inside CEO Succession: The Essential Guide to Leader Transitions, RHR International asked board members who collectively served on more than 120 boards to cite examples of CEO successions that had not gone well. One of the most common contributing factors was not investing in internal candidates early enough to properly prepare them for the CEO role.

    How could they have addressed this? Click here to read a few best-practice guidelines.

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  • The science of learning and development: lessons from neuroscience – Lane4

    Did you know that the average adult human brain contains approximately 86 billion neurons? Scientists are learning more and more about the brain every day and this growing knowledge is helping us understand the ways we learn, develop and change behaviour. Whilst a lot of L&D research has previously focused on observed behavioural changes, considering the underlying neuroscience is becoming increasingly important.

    In this white paper, we examine some key principles from current thinking in neuroscience, and how you can use these principles to enhance your L&D strategy.

    Lessons from neuroscience covers:

    • 3 common neuroscience myths
    • Neuroscience strategies, and how you can apply them to L&D

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  • The science of learning and development: the four foundation stones – Lane4

    70% of delegates revert to previous behaviours a year after their L&D courses.

    Whilst it’s an uncomfortably large number, not all courses suffer from this issue. What differentiates those that succeed and those that don’t is the quality of course.

    This white paper explores four foundations that should underpin the development of any effective L&D strategy in the 21st century.

    The four foundation stones covers:

    • The philosophy that should underpin your L&D strategy
    • Insight into the difference between adult and child learning
    • Advice on creating a ‘safe’ culture for learning

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  • Switch on to social learning – Lane4

    In this white paper, we explore the gear shift needed in L&D to keep up with knowledge and learning in an internet-age. Specifically, we outline how L&D is no longer just about getting individuals ‘up-to-speed’, upskilled and able to learn fast, but artfully unbottling the ideas, knowledge and experience of entire communities, enabling the whole organisation to grow and learn in real-time.

    This white paper on social learning covers:

    • Why social learning matters now
    • What social learning is, and what it isn’t
    • 3 concepts which will help to set up your organisation for effective social learning

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  • Thriving in a Disrupted World – Mercer

    The Fourth Industrial Revolution is forever changing the way we work. Technological advances are reshaping value chains, making people and information more accessible, and redefining how work gets done. At the same time, changing workforce demographics and employees’ shifting expectations of the work experience are challenging the traditional model of what it means to “go to work.” How is your company positioned to respond to these trends? Mercer's latest opinion pieces addresses these issues.

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