HR Grapevine
HR Grapevine | Executive Grapevine International Ltd
HR Grapevine
HR Grapevine | Executive Grapevine International Ltd
HR Grapevine
HR Grapevine | Executive Grapevine International Ltd

HR Grapevine
HR Grapevine | Executive Grapevine International Ltd
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In This Issue


Daniel Cave
Daniel Cave
Head of Content

Learning & Development Issue

One of the key roles for learning and development teams is to strategically manage the development of people – doing so in a way that supports business outcomes. Sounds simple, right? Well, for those involved in the curation and delivery of development programmes, they’ll know that it’s not always the case. Especially in a world – and this was the case before the coronavirus pandemic – that is speeding up and constantly changing, meaning those involved in L&D delivery are always aiming for changing goalposts.

Not to mention that the development of skills is never just about that acute skills development activity – whether it be self-directed learning from YouTube or more traditional classroom or Zoom-based teaching. Good learning and development must develop people’s capabilities, but also attract and retain talent, motivate employees and develop the employer brand; all key parts of the HR and business agenda.

To help HR and business leaders understand this, myGrapevine magazine has dedicated a whole issue to this part of HR’s remit. We look at Mulberry’s approach to L&D, including an exclusive look at how they changed development during the pandemic, explore Sony Music Publishing’s approach to leadership development and take a deep dive into how Dale Farm is doing upskilling. We also have regulars, including a look at key leadership trends and ‘a day in the life of...’ a myGrapevine member.

As ever, stay safe and enjoy.

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