This document outlines the differences between informal and social learning, the benefits for organisations and gives examples of different ways of learning informally or through social means. It also describes a number of concerns about encouraging informal and social learning so that they can be addressed.

This document outlines the five characteristics of a learning organisation: strategy, structures, learning opportunities, looking in, and looking out.

There are seven critical success factors for any corporate university that aims to develop learning and knowledge for the organisation, its employees, and perhaps a broader community. This document gives guidance on setting up a corporate university in keeping with these success factors.

This document provides tips on how to market learning and development services to the internal market (ie within its own organisation). The document outlines the two groups of marketing activities that need to be considered, segmenting the market and the marketing mix, including product, price, place and promotion.

This inventory should provide a simple guide to most of the commonly-recognised learning and development methods. Each method is listed, in alphabetical order, and followed by a brief description.

This document describes options open to small organisation to access advice or support on L&D and training, with details of using external consultants, networking or researching government support schemes.

This document can be used as the basis for a learning and development policy. Each section has notes explaining what should be included alongside example statements for guidance. The policy covers the principles of L&D, the strategy, roles and responsibilities, as well as details on issues surrounding health and safety and equality.

This matrix shows how examples of learning and development activities contribute to wider HR management policies. This can be used to encourage the effective working together of L&D and HR specialists.

How well learning works may be measured in a number of different ways, and against a variety of criteria. This document provides a simple classification of the measures that may be used in evaluating learning, including return on investment (ROI).

One of the most common decisions confronting a learning and development professional is whether to meet learning needs from internal resources or to draw upon the resources of an external provider. This document looks at the advantages and disadvantages of outsourcing and insourcing.

There are various theories of different styles of consulting. The best way to gauge value from a consultant is by asking questions about aspects of their performance. This document is a sample list of such questions.

The nine box model is a matrix enabling employees to be assessed against the measures of current performance and future potential. Use this document for identifying key talent, and planning appropriate learning and development interventions.

This document outlines why it is important for L&D to work with the IT team, describing areas for co-operation including infrastructures, BYOD policies, access to external websites and data analytics.

The document includes questions on understanding the organisation, the board's working practices, directors' behaviours, and responsiveness to stakeholders.