One of the greatest challenges that training and organization development professionals face is the demand on the part of their organizations for a minimization of employees’ time off job. The reliance on in-classroom training by many organizations is dying a rapid death, not out of any ill-will, primarily it is out of economic necessity. Business-impacting results are rare in a classroom setting. Newly formed skills learned and applied, as-soon-as-possible if not immediately, to producing operational results are the order of the day and the future of organization transformation. Corporate trainers are under intense pressure to not only justify their expenditure in measurable ways, also they must achieve those results with reductions in the amount of time employees are away from the activities and environments of their jobs. The message is clear; learning must be applied to the ongoing challenges of the workplace. A bias for action, active learning, and highly focused engagement combined with response-based consequences and feedback are becoming the new model for optimum capability development. The result of which is a renewed commitment to creating as many opportunities as possible for skill development, knowledge transfer, and incremental learning, and to compound that learning with habits formed through applied repetition.
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