Our Knowledge Centre combines multipe offerings with a single purpose: to help you develop your training, people and organisation.
Keep an eye here for a full listing of events planned for members throughout the year
Sharpen your skills, boost your knowledge, advance your career
As a member of the Irish institute of Training & Development, you can avail og a huge range of benefits.
Our Panel of Mentors consists of experienced professionals who will assist those who can benefit from individual guidance for a defined period.
Greater investment is required in Learning and Development (L&D) to help Irish businesses prepare for the future of work, according to industry-led research authored by Professor David Collings and Dr John McMackin of DCU Business School on behalf of Trainers' Learning Skillnet and the Irish Institute of Training & Development (IITD), and funded by Skillnet Ireland.
This research, which will yield actionable results for industry, was conducted over a 12-month period with over 300 L&D and HR professionals representing various industries.
The impetus for this research, conducted by Learnovate, came from a co-hosted workshop by Learnovate and the IITD. It addresses the concerns that corporate L&D functions have in showing business value to senior leadership, and the lack of insight into how to achieve this goal.The purpose of the report is not to look at data analytics techniques or technologies in the marketplace. However, it is a probe at the appropriate level for L&D to understand how they might start to move forward and experiment with delivering business value metrics.
This research, which is attempting to understand and enhance innovation capability and performance in Ireland, finds that the vast majority of Irish organisations (69%) do not provide specific innovation training for its employees, recent research has revealed. Some 8% of respondents said they did not know if their organisation provides innovation training.
The study, presented by Laurie Knell of Strategic Innovation Partners, also highlights significant gaps in the current provision of innovation training.
The 2019 OECD Skills Strategy incorporates lessons learned from applying the OECD Skills Strategy framework in 11 countries, including new evidence about the implications of so called megatrends, such as globalisation, digitalisation,population ageing or migration.This document describes the key findings for Ireland.
To help L&D teams better engage employees, Degreed surveyed 512 people to understand how today’s workforce really builds their skills and fuels their careers. Here’s what we learned about the demand for learning and development.
In some organisations, the onboarding process is limited to the employee’s first few days of work, and involves little more than filling out some payroll and benefits paperwork, and completing some mandatory training. In others, the process extends up to a year and is thought to start at the recruiting and hiring experience. And some still have no formal onboarding process at all.
Performance management often is inconsistent and ineffective. According to recent Brandon Hall Group research, less than 50% of organisations have a formal process in place. The annual performance evaluation is a negative experience for managers and employees.
With rapidly changing business conditions, organisations need to formalise strategies around workforce management. Your workforce management strategy needs to focus on all the activities that are required to manage and sustain a productive, cost-effective and happy workforce.
Korn Ferry commissioned a comprehensive, global survey of views on leadership development in July and August of 2015. The survey generated more than 7,500 responses from 107 countries, with broad representation from markets such as North America, the UK, continental Europe, Australia, and Asia.
Research identifies a new vision for talent management maturity; we find that a full 70% of organisations surveyed have low talent management maturity—and are missing out on the potential financial, business, and talent benefits of higher maturity. Recent research involving 454 global organisations lays out a roadmap to next-generation talent management maturity
Despite being viewed as a major construct at the heart of human resource development (HRD), considerable complexity, confusion, and ambiguity exists regarding the conceptualisation of development. The notion of development has attracted interest from a wide array of fields including HRD, adult education, psychology, management studies, and organisation theory. As a result, there is little consistency in how development is understood, conceptualised, or tested.
2013 was the year when mobile learning (mLearning) became the norm rather than the exception. With seven out of 10 businesses now adopting mobile learning solutions, the factors that influence success are becoming clear. This report gives practical ideas to help address the perceived challenges faced, build confidence in the results and support the implementation of mLearning in the workplace.
Thomas Garavan, Sandra L. Williams along with Ronan Carbery and Fergal O'Brien have put together a paper in conjunction with the UFHRD Conference held in 2015
Ultan P. Sherman has put together a paper in conjunction with the UFHRD Conference held in 2015
In the summer of 2015, IITD conducted a survey inviting members to engage on the subject of Talent Management.
A recent survey, conducted on behalf of IITD by Maynooth University, suggests that we are not pulling out all the stops when it comes to evaluation of training
This report provides guidance on how companies should respond to the movement to improve annual reporting to stakeholders, and in particular the provision of better human capital information.