Learning and development (L&D) plays a pivotal role in driving organizational change and leading the charge on new initiatives and communication.
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To build an effective skills development strategy, we must define a clear scope, engage employees in the process, and use science-backed methods to drive real behavior change.
Leaders at financial institutions know the frustration: investing in training, pulling staff off the front line, bringing in facilitators—only to wonder if it’s making a real impact.
Change management is the ability to navigate organizational change and view it as an opportunity for growth.
Learning and development (L&D) departments are no strangers to change. In fact, with ongoing learning as the vehicle, change is at the core of the function’s mission in order to meet the evolving needs of employees and the business.
Companies that are good at dealing with change often have strong L&D programs. These programs prepare, support and strengthen their employees to handle changes easily.
Organizational design is the process of aligning and optimizing an organization’s capabilities, culture, structure, processes and technology, people and talent practices, and metrics to drive the achievement of its strategy and goals.
To learn more about learning and development (L&D)’s role in change management, we spoke with Loren Sanders, enterprise manager of L&D at CVS Health, and Scott Nutter, who worked with Delta Airlines for 22 years managing its pilot training programs.
By knowing what motivates your workers to accept or reject change, you’ll increase your chances of long-term success.
The right change management tools can ease the burden of introducing organizational change by making the process easier.