The best L&D resources of September 2022
Lavinia Mehedin?u
Co-Founder & Learning Architect @ Offbeat | Learning & Development ??
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Autumn doesn't seem to improve the current state of the market. Another wave of layoffs is undergone, the US $ is reaching its all-time high every day (pun intended), markets are fluctuating, and certainty is nowhere to be found. For us, in L&D, the talk continues around the usual suspects: leadership development, needs analysis (since the end of the year is approaching - I can't believe it either!), culture, career development & the future of work being the most prominent conversations of the ton.
Here, at Offbeat, we've been waving our way through all the craziness and launched some exciting projects:
The next month is as exciting as this one was, but until then, I'll let you enjoy the best resources of September. ???
Apart from the clear self-praise, there’s something else you can take from this Humu article (:D) - a list of recommendations for people managers to boost the effectiveness of their 1:1s. (1) Be prepared, but not rigid, (2) reduce meeting anxiety, (3) get personal, (4) champion your people, and (5) track trends.
Source: Humu
A huge resource library for people managers filled with articles for so many situations! From hiring, approaching performance reviews, leading through crises, communication, team dynamics, or influencing & managing up. Very interesting to share with your people managers or curate resources for them yourself from this amazing library.
If you’re not into quantum physics, no worries, this article is not about that. But it does talk about applying some of the fields’ principles to team management, which is pretty interesting, to be honest: (1) Manage to multiple “states” as opposed to singular outcomes, (2) Be hyper-aware of the observer effect, (3) Know when to open the box, (4) Understand and create strategic entanglements, and (5) Embrace the challenge of self-observation.
No matter what, whether there are too many ideas or too few, never?supply your own opinion, judgment or ideas prematurely as a manager.
We often get to work hours and hours for our career development & performance frameworks and then nothing happens. One influencing factor for the lack of engagement is not having managers on board. Katie Parker did an amazing job in this article, explaining how exactly you can equip people managers with clarity over the framework’s purpose and the skills they need to lead.
Source: Learnerbly
Hypercontext has this really cool format: the manager mailbag. Each month they answer a series of questions people managers might have about leading their teams. In last month's, they went through: How do you retain your team if you don’t have the ability to reward great employees meaningfully? What do you do when you’re asked to enforce a policy you don’t agree with?... among others. I really like how down-to-earth both questions & answers are!
Source: Hypercontext
I love that LibeLabs are back with their short form, but still very insightful articles This one covers leadership development or lack thereof. They answer questions such as: which are the most common critical gaps in organizational support for managers? How can you deblur what a manager is? How can you behavorize great management?
If your goal is to build a culture of high performance, engagement, and contribution, we strongly encourage clarifying that it is a manager’s job to manage resources and?not?to manage people. Not only is it universally demotivating to feel “managed,” but it’s also impossible to truly control people’s actions and outcomes.?
If you have stakeholders coming to you with a training course already in mind, 5Di provides a tried and tested process for challenging assumptions, diagnosing the real problem, and developing impactful solutions. This is a full suite of tools and templates to guide you through how to do human-centered learning and development with 5Di.
Source: 5Di
领英推荐
I just learned about this course on EduFlow which seems pretty interesting. Its premise is that, unlike big L&D departments that support large organizations, micro-L&D teams need to leverage their limited resources more strategically. If you’re going to survive—and hopefully thrive—you need to be nimble, you need to be networked, and you need to be ruthless in your prioritization. Cassie Naji shares her own story about how to do that.
Some very important points are made in this article about career frameworks. The one that I want to point out above all others? Career frameworks are not one size fits all. You’ll need to spend time looking at this template from the context of the business that you work in and decide on the number of levels you’ll need. Beyond explaining how career frameworks can help your organization, this article walks you through what to do once you have it.
Source: Learnerbly
Oh, the debate! I really like this article because it covers both sides of the story. In the past 10 years, I had all kinds of feelings toward the 9 box, and I’m still not 100% sure where I stand. But that’s less important. What’s important is that if you’re thinking about using it for succession planning, you know both the positives and negatives, and this article does a relatively good job of explaining them.
Source: CultureAmp
Ross Stevenson put together a neat toolkit that could serve those of you redesigning onboarding! It covers why onboarding matters and answers 4 questions: what are we trying to solve, what do we know today, will this work, and how are we going to land this? Very, very cool, and comprehensive!
Well, I can definitely not call this article as easy to grasp, but it definitely brought some new and interesting points to the table. Instead of predicting what the future of work will look like, the author goes on to explain the different facets of the future of work: work location, communications, role, device/ technology, identity, co-workers, and outcomes. The main idea is that the future of work is too complex to actually be guessed or even scientifically experimented with. I loved, loved, loved it!
My primary complaint is that, although many authors are discussing the future of work, very little science is being discussed. To study something scientifically, the concept or construct must first be?operationally defined. This definition should determine what the concept includes, but often more importantly what the concept?excludes.
I never thought of learning mental models before reading this article, but suddenly all of them make so much sense. The ones that reason most with me: (1) creativity is mostly copying, (2) knowledge grows exponentially, (3) mental bandwidth is extremely limited, and (5) knowledge becomes invisible with experience.
Open Library from Pyn
Oh, the excitement when you find awesome resources! Pyn put together a library of communication templates for every moment in the employee journey, big or small. You can find templates for onboarding, career journey, manager development, life events, holidays and observances, scaling company culture, performance, and challenging comms. It’s just amazing!
I’m not even sure where to place this initiative from Buffer. It’s a bit about innovation, a lot about connection, a bit about internal knowledge sharing, while also a lot about driving the business forward. I’ve always liked their culture, and they’ve impressed me with their ways of doing things. This is just another proof that learning, connection building & innovation can be intentionally built if you have the openness to do so.
How much can you agree with someone on a scale of 0 to 10? I just reached 11. Srishti is making some AMAZING points in her article: (1) by cramming too much knowledge in too little time, we think we’re learning but often we don’t remember what we’ve learned, (2) learning is more than information consumption. It’s also about application - and that requires time and practice, among others, which I agree with 100% with. So, how much are you binge learning?
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