Three leaders in the training and development sector join us for a lengthy discussion on how to get C-suite level executives to adopt and roll out a training program, and to be supportive of its success.

One of the challenges that learning/organizational/leadership development teams face is that their department can quickly become seen as a fixed cost – adopting successful training development programs making their efforts almost a clichéd aspect of the company and one that never seems to fully pay off. This is completely avoidable, and each panelist offers their own unique insight – along with relevant examples – of how they have maximized buy-in from those in the executive echelon.

Employer branding is a huge topic, especially as millennials continue to dominate the workforce. How do you continue to make your positions appealing to prospective employees? Some of the suggestions in this 30-minute talk highlight how marketing a learning campaign correctly will allow you to repurpose this content as a recruitment tool – adopting successful training development programs demonstrating why you are the employer of choice because of the intangible benefits that are offered within. The “brand” is no longer a marketing look and feel, but also the kind of learning and development opportunities you offer.

There are also countless tips during this discussion on how to motivate employees to seek out learning opportunities, and how to demonstrate value to employers and talent managers so they can get the most out a training strategy and make it worth everyone’s time.

How does the future of technology affect the learning landscape? What is currently rising in the tech market that could offer more successful approaches to behavior change and engagement?

And finally, once you have constructed a stellar training event or series of events, how do you track the effectiveness of that training? Even when the impact of learning is positive, trainers will still experience anxiety because they will not always understand why a training was effective – on a mechanical level. How do you monitor Level 3 and Level 4 performance? The more sophisticated an organization is in retaining data and metrics, the easier it will be to track Level 3 and Level 4 performance. But how do you get there? Some advice includes the value of putting the learner in a position to teach others – it then becomes very easy to justify a learning objective on the whole.

In this panel discussion, we were joined by Josh Brand, Senior Director of Global Delivery for Harvard Business Publishing; Terrence Donahue, the Corporate Director of Learning for Emerson Electric; and Randy Lapp, the Corporate Director of HR and Talent Development for Metals USA. They were interviewed by Sage Media co-owner and director, Richard Fleming.

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