How a team learning program is built from evidence, and how its effect survives the facilitator. Fourteen pages.
Access to expertise at the moment of need: what the research says, how an organization delivers it, and where the boundary lies. Fourteen pages.
From self-declaration and e-learning to team and organizational learning in care. What the evidence is worth, what it yields, and how an organization runs it itself. Fourteen pages, in Dutch.
Four business models for the L&D function, and the single lever that moves a function from one to the next. Eight pages.
The Performance Consultant AI: how a training request leads to a grounded decision about performance. Twelve pages.
A Value-Driven Approach to Mandatory Learning
A Future-Proof Framework for Corporate L&D
The Architecture for the Future of Corporate Learning
Two doors, three analyses, five questions, and the map of the whole series.
The discipline in full: its history, its four traditions and the ten standards.
Where the measured evidence points, and why the person comes last in a cause analysis.
In this series of articles, we will explore the synergy between man and machine, revealing how this partnership can unlock extraordinary potentials for L&D departments and professionals.
In this series of articles, we will explore the synergy between man and machine, revealing how this partnership can unlock extraordinary potentials for L&D departments and professionals.
In this series of articles, we will explore the synergy between man and machine, revealing how this partnership can unlock extraordinary potentials for L&D departments and professionals.
In this series of articles, we will explore the synergy between man and machine, revealing how this partnership can unlock extraordinary potential for L&D departments and professionals.
This article focuses on AI and L&D, exploring how AI tools empower the crafting of evidence-informed learning experiences.
In this series of articles, we will explore the synergy between man and machine, revealing how this partnership can unlock extraordinary potentials for L&D departments and professionals.
In this series of articles, we will explore the synergy between man and machine, revealing how this partnership can unlock extraordinary potentials for L&D departments and professionals.
Content generation with an AI-driven chatbot? That’s promising for the L&D community.
Looking for opportunities to expand L&D's services with informal learning and business impact? In this article, find 5 actionable steps to make (in)formal learning visible.
Working from home let our loose contacts, our “weak ties”, evaporate. Yet those are exactly the contacts that bring new ideas, opportunities and a sense of belonging. Practical tips to keep them alive.
How to move practice and work supervision in healthcare from improvisation to a methodical, structured approach, with clarity of roles and tasks for everyone.
Society is, as it were, "on hold." In many cases, this also applies to L&D. In this article, we will look at relevant questions that need to be addressed NOW about strengthening L&D after the corona crisis.
Generally, L&D professionals ask themselves the question: "How can I deliver services as quickly as possible in accordance with the wishes of the customer?" On the other hand, others ask a more fundamental question: "Does the service actually work?" To determine the effectiveness of any service, the
Practical accelerators for teaching professionals to work with a new EHR or electronic client record, without endless classroom training.
A well-founded rebuttal to the “sense and nonsense” debate around 70:20:10. Not a learning theory or a rigid ratio, but a reference model that connects L&D to the core business.
Life after go-live: how the Jeroen Bosch Academie got 4,000 professionals ready for a new EHR, with help cards, mini-games and self-declarations instead of classroom training.
From the same EHR case: on the detective phase, safeguarding the 70:20:10 principles, and the difference between “we’re here if you need us” and “we’re here for you”.
Introduces the 70:20:10 reference model as a practical methodology for connecting working, learning and performing. Describes five new roles for L&D professionals, critical tasks and performance-support checklists, so that L&D delivers measurable business impact instead of standalone training.
The English-language edition of the 70:20:10 standard work, aimed at an international L&D audience. The same methodology for integrating learning into the workflow and making the value of L&D to the organisation demonstrable.
A revised, concise edition of the HPI handbook. With many Dutch practical examples it challenges the assumption that investing in training automatically leads to better performance, and shows how development does contribute to organisational results.
A conversation with learning expert Clark Quinn about evidence-informed design and the future of learning and performance in organisations.
On the role of performance support within 70:20:10, learning at exactly the moment the work calls for it.
An interview with Jay Cross, founding father of the thinking on informal learning and the “workscape”.
How social media change learning, sharing and collaboration in organisations, and what that means for L&D.
Designing and underpinning an innovative learning landscape, with a clear business case as its foundation.
A provocative case for the limits, and the underrated power, of informal learning in the workplace.
A hundred accelerators to help team members work together at their best, with productivity, customer focus and engagement as the result. Written by Guy Peeters and Vivian Heijnen, in the series edited by Jos Arets.
The counterpart: why formal learning alone falls short in organisations that genuinely want to improve.
Approaching learning as an investment with measurable returns, the foundation beneath everything Tulser does.
Describes, in a hundred short pieces, twenty costly misunderstandings about employee development and eighty solutions for them, drawn from the HPI methodology. The crux: companies invest heavily in training, but it often delivers the organisation little.
A hundred accelerators to increase the customer focus of people and organisations. Short texts, checklists, quotes and reflective questions, with better organisational results as the starting point.
A hundred accelerators built on leadership competences, for performing more effectively as a leader. Written by Wil Foppen and Vivian Heijnen, in the series edited by Jos Arets.
Sums up communication theory in a hundred manageable items, short texts, checklists, quotes and tips, so that readers and organisations learn to spot and seize opportunities to communicate more effectively.
A hundred practical accelerators for living and working more healthily, in the same format of tips, examples and quotes as the rest of the series.
Helps the reader bring out their best and choose a fitting career, with a hundred accelerators that prompt reflection, gathering feedback and developing career competences.
About happiness as an engine for health, job satisfaction and a more pleasant life. A hundred accelerators motivate readers to develop “happiness competences” and choose a lifestyle that fits their own possibilities and limits.
The first Dutch-language book to work out the Human Performance Improvement approach concretely, with practical examples from its own culture. It argues that training does not always lead to better performance, and offers an alternative perspective on learning and performing.
A practical workbook around the Personal Development Plan, aimed at steering your own career and competence development. It offers instruments, assignments and examples for drawing up and maintaining a development plan. Published in several editions.
Four business models with which the L&D function reinvents itself around the 70:20:10 philosophy.
No items in this category.