Continuing my exploration of evolving workplace learning to performance engineering. I want to share some approaches you can take to create a performance engineer mindset.
I’ve been lucky enough to use a number of pretty cool collaboration tools in my career so far.
Microsoft Teams along with Slack have been at the top of my most used pile. Specifically, I’ve been working with these tools to enable and support my work in workplace learning.
As we’ve pivoted to a remote working model globally for the interim, I thought I’d share some tips, tricks and resources that will help any learning team (and really any person working remotely) make the most of Microsoft Teams.
This is the first in a series focused on how to build a L&D team for the modern age.
I’ve found many corporate learning teams have been slow to evolve their philosophies, understand the value they can bring and how they structure their teams to provide the best service to their people.
In this post, I’m going to focus the spotlight on the structure of an L&D team. Perhaps, the first question should be if we even call it an L&D team anymore? But I’ll leave that debate for another day.
Welcome to the world of L&D
This short thought is for those who are new to the learning and development industry or maybe even those you’ve just taken their first team lead role.
I’ve come across a number of LinkedIn posts recently where the continual question on whether anyone would care if the L&D function was shut down has been asked. To my dismay, a number of people seemed to think no one would, but really you should care.