Books in the TD at Work (formerly Infoline) series

Demonstrates the value of finding a mentor at any stage of your career; explains the different types of mentoring relationships; describes how to build significant mentoring relationship with trust and respect; discusses setting expectations and developmental goals; and equips you with practical tools for achieving your learning goals.

Explains how fear, laziness, and resignation can keep employees from reaching their potential, even when they want to improve. The authors discuss how provocative coaching - or ""playing the devil's advocate while being on the side of the angels"" - can help people get past the feelings that are blocking them from making a positive change.

Microlearning - training delivered in short bursts - can provide the just-in-time learning employees need. Microlearning to Boost the Employee Experience explains how to build a microlearning library to promote effective workplace training. Author Elise Greene Margol shares why microlearning is valuable and provide tips for creating suitable content for a microlibrary.

Provides a modern approach to giving performance feedback. Ben Locwin discusses the importance and challenges of giving feedback; why discussions go wrong; how to personalize feedback discussions; considerations for measuring the effectiveness of discussions; and tools to assist managers in providing feedback more effectively.

Introduces the Results Come First framework. Chris Adams and Beth Hughes show how results should come first when engaging with clients; the forces that may throw off the balance of your development initiative; and examples of how the framework works in action.

Details a five-step process for creating a culture of excellence. Jacqueline Burandt provides ways to use award applications as a benchmark for developing change; a list of benefits to elicit C-suite support; guidance on how to align with internal and external parties; and tools for building and sustaining a high-quality learning organisation.

Explains why new manager orientation is critical for bridging the gap between when employees join management and when they receive development. Sharlyn Lauby details management orientation and how it differs from other management development programs; why a manager-specific program is needed; and ways to gain support for these programs.