Preethi Anand

To say that there is a lot riding on an upskilling program for mobility is an understatement. In this issue of TD at Work, Preethi Anand illustrates how upskilling programs can amplify internal mobility in organizations. Anand walks readers through a four-step process for creating an internal talent mobility program: prepare, design, implement, and sustain.

You will learn:

- A framework for understanding internal mobility in your organization
- How to create a blueprint for… Show more

To say that there is a lot riding on an upskilling program for mobility is an understatement. In this issue of TD at Work, Preethi Anand illustrates how upskilling programs can amplify internal mobility in organizations. Anand walks readers through a four-step process for creating an internal talent mobility program: prepare, design, implement, and sustain.

You will learn:

- A framework for understanding internal mobility in your organization
- How to create a blueprint for upskilling initiatives
- Practical tips to design and implement such programs
- How organizations have used internal mobility programs

The Tools & Resources in this issue are a set of questions to ask stakeholders, an upskilling program template, and an ADKAR change plan template. Show less

Authored a chapter in the third edition of the ATD handbook for Training and talent development

The world is changing quickly, forcing companies to adapt just as fast. This requires diverse groups within organizations to come together to develop solutions. Off-sites can help leadership teams break away from the workplace to see challenges—and solutions—in a different light. In this issue of TD at Work, Preethi Anand:

· details the three types of off-sites and how to lead them

· explains the role of L&D in their facilitation

· helps veteran off-site designers see these… Show more

The world is changing quickly, forcing companies to adapt just as fast. This requires diverse groups within organizations to come together to develop solutions. Off-sites can help leadership teams break away from the workplace to see challenges—and solutions—in a different light. In this issue of TD at Work, Preethi Anand:

· details the three types of off-sites and how to lead them

· explains the role of L&D in their facilitation

· helps veteran off-site designers see these events through a new business lens. Show less

As a learning and development professional, you know your work has value, but it can be challenging to show that value to your organizational leaders. An executive dashboard that showcases important metrics may be the answer! In "Executive Dashboards to Win Over the C-Suite," Preethi Anand takes you through the steps to create a compelling dashboard.

This TD at Work issue includes:

- an explanation of what dashboards are and what they can do
- questions to help you decide on… Show more

As a learning and development professional, you know your work has value, but it can be challenging to show that value to your organizational leaders. An executive dashboard that showcases important metrics may be the answer! In "Executive Dashboards to Win Over the C-Suite," Preethi Anand takes you through the steps to create a compelling dashboard.

This TD at Work issue includes:

- an explanation of what dashboards are and what they can do
- questions to help you decide on learning outcomes
- sample objectives that might appear on a dashboard
- guidance on choosing presentation tools
- an audience analysis worksheet
- a design thinking template for identifying core metrics. Show less

There is one question that Learning and development professionals have never considered asking themselves. Are we training people for just the short term or the long term ? It seems like an irrelevant question, but research at the UCLA Bjork Learning and Forgetting lab says otherwise. The article is based on Dr.Bjork's work on desirable difficulties. Dr. Bjork says that certain difficulties experienced by an individual during the learning process, which seemingly impede learning, can actually… Show more

There is one question that Learning and development professionals have never considered asking themselves. Are we training people for just the short term or the long term ? It seems like an irrelevant question, but research at the UCLA Bjork Learning and Forgetting lab says otherwise. The article is based on Dr.Bjork's work on desirable difficulties. Dr. Bjork says that certain difficulties experienced by an individual during the learning process, which seemingly impede learning, can actually make the learning experience more effective and can help in long term retention of the content learnt. The article speaks on the connection between learning and memory, and details few desirable difficulties along with potential application of the same in Corporate Learning. Show less

Values, we all agree, are very important. We all have them; some of us even have values defined for our functions. But often, values are considered as just another component in our learning framework. When values are at the heart of our learning function, they influence our strategy, drive results and keep us on track with our diversified learning efforts. This article discusses the significance of values in the big picture for Learning and development initiatives drawing parallels from value… Show more

Values, we all agree, are very important. We all have them; some of us even have values defined for our functions. But often, values are considered as just another component in our learning framework. When values are at the heart of our learning function, they influence our strategy, drive results and keep us on track with our diversified learning efforts. This article discusses the significance of values in the big picture for Learning and development initiatives drawing parallels from value based learning initiatives at Polaris. Show less

A few weeks ago I attended a meeting presided by our CEO. He was talking to us about presenting to our clients and suddenly asked us, "What is the difference between our local carnivals and Disney Land?". If you actually think about it, both of them have very similar characteristics; they both have joy rides, they both have people dressed in costumes, ferris wheels, bumper cars, games, food and many more. But we all know that there is a world of difference between the two. So what exactly was… Show more

A few weeks ago I attended a meeting presided by our CEO. He was talking to us about presenting to our clients and suddenly asked us, "What is the difference between our local carnivals and Disney Land?". If you actually think about it, both of them have very similar characteristics; they both have joy rides, they both have people dressed in costumes, ferris wheels, bumper cars, games, food and many more. But we all know that there is a world of difference between the two. So what exactly was the difference ? The difference, he said, lied in the experience of a visitor. A carnival might be thrilling but a Disney world is a lifetime experience, that is designed to make it "The happiest place on earth" for its visitors. The Disney world stitches an enthralling story around each of its attractions, staying cognizant of what would excite the visitors, how would they navigate through the place.

Now, Learning is no joy ride, employees say. But why should it not be? Why can not we design learning systems that make learning as exciting as Disney Land? This article talks about designing learning experiences that are focused on the learner, that are engaging, exciting and memorable. Show less

Tension. Nerves. Rarely Hyperventilation. These were some of our common behavioral characteristics during exams and pop quizzes at school. Nothing has changed much even now as we go through competency assessments as professionals at work. Our first experience of assessments were at school and naturally we picked up a lot from there; not only as employees but as workplace learning professionals as well. Competency Assessment Systems and practices today, are in lines with our school evaluation… Show more

Tension. Nerves. Rarely Hyperventilation. These were some of our common behavioral characteristics during exams and pop quizzes at school. Nothing has changed much even now as we go through competency assessments as professionals at work. Our first experience of assessments were at school and naturally we picked up a lot from there; not only as employees but as workplace learning professionals as well. Competency Assessment Systems and practices today, are in lines with our school evaluation model; designed by the Learning and Development Function, taking inputs from SMEs and advised (or mandated) for employees to be assessed. In the recent times, especially after gen y entered the workplace, this model of Competency Assessment has become unpopular and hence, less effective. It is high time for a Democratic competency assessment system, where the employee contributes to the assessment process, like deciding how he needs to be assessed, providing clarifications on his actions; a competency assessment model that is a learning process in itself. Show less

Growingly more Learning and Development functions are focusing on branding learning. Branding plays a significant role in communicating the value of training programs and learning initiatives to the Employee who benefits from it and the Business that needs it. You can purchase a pdf version of my article for 10$ at ASTD's (American Society for Training and Development) store.