There is a misconception that managers will learn on the job everything they need to be successful talent leaders. After all, in most cases, prior to becoming managers these employees were top-performers in the organization and most certainly they will figure out a way to be good managers.
But learning through trial and error without the support of the organization is a slow and gradual process. The speed of business today is not typically characterized by these same terms. This vacuum of managerial capability and enablement is not always apparent to the C-suite as there are often more pressing and obvious matters that vie for their attention.
Enter a Learning and Development function that is strategically tied to the business leadership.
In this webcast you will hear firsthand from Michele Isaacs and Monica Swanson of Thomson Reuters about how the needs of the business are met by their agile L&D team. Through a collaborative strategy they've been able to roll out targeted programs that address business objectives but also meet the needs of the learner.
In the face of decreasing L&D budgets and increasing needs for skills training for employees, organizations must be on the lookout to develop and implement more cost-effective methods to arm their workforces with the tools and knowledge they ...