How can I make learning part of the overall company strategy? How do I convince key stakeholders of the value of L&D? How can I develop a proactive approach to L&D rather than reactive? L&D professionals can achieve all these things and more by becoming a trusted learning advisor rather than an order taker. The Trusted Learning Advisor is full of practical tips, tools, and case studies outlining the path learning practitioners need to follow to transform from order takers into strategic consultative business partners. This essential guide includes strategies for developing skills needed to build trust and relationships with stakeholders, practical advice on connecting the learning strategy to business strategy, and communicating all of this to the organization. It also has additional support on critical thinking, communication and influencing skills as well as advice on how to master a growth mindset. Written by an author with over 20 years' experience in the industry, locate the skills that are needed by L&D professionals to become strategic consultive partners by driving value for organizations and unlocking potential. This is crucial reading for all L&D practitioners looking to develop their role as well as positively impact lives through the power of learning and adding true value to the organization.

How can I develop an effective workplace learning culture to drive employee and business success? This new edition of Workplace Learning provides the knowledge and tools to create an outstanding learning culture in the new world of work. It's no longer enough for Learning and Development professionals to only offer a catalogue of workplace learning courses: competing effectively in today's business environment requires organizations and their employees to adapt and learn daily. Providing an evidence-based model for identifying key areas of focus and measuring success, Workplace Learning is a practical guide that shows how to build and embed a culture that continuously encourages and engages employees in learning and achieve business success. The updated second edition features new material on organizational and self-determined learning, and case studies from Microsoft, Novartis and PwC. Packed with practical suggestions, tools and tips, Workplace Learning is an essential resource for establishing an outstanding continuous learning culture in all parts of the organization.

Most leadership development runs on rails: courses are organized with standard content usually delivered by companies set up expressly for that purpose. Most leadership programmes fail when judged on whether they achieve lasting impact and behaviour change because what is covered is often forgotten after the programme ends. Building Leadership Development Programmes is designed to show how leadership development should work. It challenges the widely accepted notion that leadership development cannot be measured and it exemplifies how to design programmes that are in line with organizational needs and deliver lasting and measurable impact. Building Leadership Development Programmes is structured around detailed case studies from around the world that offer unique insights into the process of building effective leadership development, looking at a range of approaches from almost zero cost options to high end investment that actually works. It helps readers think through what it is that they are actually trying to achieve, offering processes to work through to establish what is necessary for their organization and take a longer view than looking for quick fixes. It features case studies including Crotonville Leadership Centre who have worked with GE, McKinsey and the Red Cross, and interviews with world authorities on leadership and talent development. Detailed guidance will help identify the right measures to ensure impact, and to adopt the right methodologies, including looking at leadership coaching, mentoring, social learning and action learning, blowing apart the idea that expensive training courses are always required.

How can I make learning part of the overall company strategy? How do I convince key stakeholders of the value of L&D? How can I develop a proactive approach to L&D rather than reactive? L&D professionals can achieve all these things and more by becoming a trusted learning advisor rather than an order taker. The Trusted Learning Advisor is full of practical tips, tools, and case studies outlining the path learning practitioners need to follow to transform from order takers into strategic consultative business partners. This essential guide includes strategies for developing skills needed to build trust and relationships with stakeholders, practical advice on connecting the learning strategy to business strategy, and communicating all of this to the organization. It also has additional support on critical thinking, communication and influencing skills as well as advice on how to master a growth mindset. Written by an author with over 20 years' experience in the industry, locate the skills that are needed by L&D professionals to become strategic consultive partners by driving value for organizations and unlocking potential. This is crucial reading for all L&D practitioners looking to develop their role as well as positively impact lives through the power of learning and adding true value to the organization.

How can I develop an effective workplace learning culture to drive employee and business success? This new edition of Workplace Learning provides the knowledge and tools to create an outstanding learning culture in the new world of work. It's no longer enough for Learning and Development professionals to only offer a catalogue of workplace learning courses: competing effectively in today's business environment requires organizations and their employees to adapt and learn daily. Providing an evidence-based model for identifying key areas of focus and measuring success, Workplace Learning is a practical guide that shows how to build and embed a culture that continuously encourages and engages employees in learning and achieve business success. The updated second edition features new material on organizational and self-determined learning, and case studies from Microsoft, Novartis and PwC. Packed with practical suggestions, tools and tips, Workplace Learning is an essential resource for establishing an outstanding continuous learning culture in all parts of the organization.

The landscape of workplace learning is transforming. Organizations today understand that formal training is not always the best solution in the fast changing world of innovation and new technology. The rise of social and informal learning, gamification of training, dealing with big data and working with extended enterprise are just some challenges L&D professionals face in their work today. The Learning Challenge helps practitioners to make sense of the latest developments in this area and the impact they have on the learning function in their organization. With the help of case studies and interviews from a range of high profile practitioners, The Learning Challenge defines the role of the new learning leader and illuminates the practical implications for creating and implementing a learning strategy for the 21st century.

This volume brings together leading European scholars and policy-makers to address the determinants of foreign direct investment (FDI) and its effects on globalisation, growth and European integration since 1945. The main focus of the study is foreign direct investment by German multinational companies. A range of methods, including econometric studies, survey-based analysis, and detailed discussions of published statistics are used to assess the implications for the German economy and the results in host countries of foreign investment. Consideration is also given to FDI by Swedish multinational corporations, as well as to the role national and supranational institutions can play in stimulating FDI. Although FDI often raises fears for employment and growth, it is an effective way of transferring techniques, processes and products into new markets. Firm-specific assets transferred in this way can raise productivity in the host country without sacrificing jobs in the home country.

Most leadership development runs on rails: courses are organized with standard content usually delivered by companies set up expressly for that purpose. Most leadership programmes fail when judged on whether they achieve lasting impact and behaviour change because what is covered is often forgotten after the programme ends. Building Leadership Development Programmes is designed to show how leadership development should work. It challenges the widely accepted notion that leadership development cannot be measured and it exemplifies how to design programmes that are in line with organizational needs and deliver lasting and measurable impact. Building Leadership Development Programmes is structured around detailed case studies from around the world that offer unique insights into the process of building effective leadership development, looking at a range of approaches from almost zero cost options to high end investment that actually works. It helps readers think through what it is that they are actually trying to achieve, offering processes to work through to establish what is necessary for their organization and take a longer view than looking for quick fixes. It features case studies including Crotonville Leadership Centre who have worked with GE, McKinsey and the Red Cross, and interviews with world authorities on leadership and talent development. Detailed guidance will help identify the right measures to ensure impact, and to adopt the right methodologies, including looking at leadership coaching, mentoring, social learning and action learning, blowing apart the idea that expensive training courses are always required.