Storytelling has always had a role in training and development. However, over the last few years, it has become an integral part of the entire learning cycle, in content design, learning analytics and stakeholder engagement.
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L&D leaders are meeting the business more than halfway, applying their specialized knowledge to navigate shifting budgets and drive targeted investments in talent.
L&D in 2025 evolved into an AI-powered, skills-first, data-driven function that now operates as a core strategic partner to the business.
When it comes to onboarding new hires, most organizations rely on the setup and structure they already have in place.
For many learning leaders, receiving mounds of training requests is a contributing factor to heavy workloads and overwhelm which, if left unchecked, can eventually lead to burnout.
I’ve learned many things this year, but one lesson stands out: Emotional regulation is vital, not only for ourselves but also the people and organizations we support.
Are you familiar with psychic numbing? It’s a psychological effect where people stop feeling the impact of very large numbers.
When learning is designed around innovation, transformation, competitiveness or execution, it directly affects the metrics that matter to the C-suite.
In today’s skills-based economy, competence is currency. Yet for many employees, especially younger generations, skills gap anxiety is a real problem.
Advocating for the creation of a CLO or executive-level L&D role can feel daunting, especially if one has never existed in your organization. Consider these steps to get started.