Impact depends on more than measurement. This reflection asks whether you have the access, data, permission and support needed to act on what you learn. Use it to sense-check your current reality, spot what may be holding progress back, and…
David Buchanan and Steve Macaulay explore how AI could reshape leadership, from augmenting decision-making to taking over selected management tasks. They examine the benefits, risks and human implications of bot bosses, and argue that L&D must prepare employees to challenge,…
Ben Satchwell argues most executive sponsorship is theatre: a budget sign-off, a launch email, a kick-off cameo. Prosci research shows active, visible sponsorship is the biggest driver of change success. Ben sets out five behaviours real sponsors demonstrate, from owning…
Closing the transfer gap means designing for workplace application from the outset, not hoping learning will stick afterwards. Melanie Martinelli and Ger Driesen explain how the 12 Levers of Transfer Effectiveness can help L&D teams build stronger transfer conditions, establish…
Sara Daw argues that L&D must look beyond traditional full-time employment to unlock the value of a multigenerational workforce. By embracing fractional, flexible and blended working models, organisations can retain experienced talent, strengthen mentoring and succession planning, and gain the…
AI can make the creation of work dramatically faster. Unless L&D helps their organisation to change how work moves, gets judged and turns into value, the result will be pressure, not progress: stress on teams that are already at capacity,…
Redesign workflows before deploying AI to avoid costly failures and build responsible automation. Dr Wendy Lynch explains what organisations can learn from flawed chatbots, biased recruitment tools and rushed cost-cutting, and why governance, stress-testing, human oversight and thoughtful process design…
Background screening is often treated as an administrative task, but its risks demand far greater capability and consistency. In this article, Mat Armstrong argues that for L&D and HR leaders, outsourcing screening should be seen not only as a compliance…
Redefine leadership around outcomes rather than personality to stop neurodivergent talent being overlooked. Dr Jo Perkins explains how narrow executive archetypes, subjective promotion processes and low psychological safety exclude capable leaders, and why structural neuroinclusion can strengthen decision-making, innovation, resilience…
Build change capability across every leadership by combining mindset shifts, practical training and coaching. Melanie Franklin explains why people development professionals must make change management explicit, scalable and aspirational, helping managers respond confidently to uncertainty, support their teams and turn…
