Design of L&D system

• Goals and objectives of corporate education. Transformation of L&D goals in the industrial, post-industrial and creative economy.
• Stages of L&D development in an organization.
• A Strategic Approach to L&D Management. What is L&D for?
• Business strategy. HCM (human capital management) strategy. L&D Strategy.
• Components of L&D strategy.
• L&D's place in the Human Capital Value Chain, relationships with other HCM roles, functions and tools.
• Distribution of responsibilities: L&D expert, HRBP, functional manager, employee.

 Motivation for learning

• What does a person learn?
• When will the employee learn and engage effectively? Formal participation in corporate training: how to avoid it.
• Where do the desires come from? How does the brain work? Motivational mechanism from the standpoint of biochemistry, physiology, psychology.

Models and teaching methods

• Designing a portfolio of L&D programs and solutions. Models and teaching methods
• In-company and out-of-work training. Model 70:20:10 and its interpretation.
• Formats and methods of corporate education. Modern trends: project training, inverted training, etc.
• Twitter thinking, microlearning, clip art formats.
• E-learning is a technology in corporate education.
• The "gap" between top and bottom training requests. What to do about it?
• Summary: map of training models and methods - purpose, appropriateness, efficiency.

 Cognitive abilities of an adult

• Remembering, applying, forgetting. What influences the effective absorption and application of acquired knowledge?
• Declarative, operative and emotional memory. How does L&D go from teaching abstract concepts to team-building the ability to act?
• Adult learner memory and attention: how to make learning more effective.

Post-training. Supporting the application of acquired knowledge in practice.

• Why do people resist the new? Why do employees not apply what they have learned and continue to do it out of habit?
• Dealing with prejudice as one of the tasks of L&D.
• "Morning Monday" or when does training actually end? Knowledge support system.
•  How to measure L&D performance?

What does it mean to evaluate the effectiveness of L&D?

• Common approaches to L&D assessment.
• Evaluation results and decisions to be made by L&D based on them.
•  Final work with a business case. Presentation of your own solutions to a company representative. Author's presentation of business.

 Model competencies of the L&D team

• A learning company. Criteria, evaluation, reflection.
• Model competencies of the L&D team. Self-esteem. Reflection.
• Program results and participants' conclusions.