CLO Michael Dorsey ensures that every Department of Human Services employee has the training they need to serve Maryland residents.
Chief People Officer Marissa Andrada is leading cultural transformation at Chipotle
Chief Learning Officer Michael Molinaro is ensuring New York Life employees have easy access to intuitive learning options.
Liz Janssen is focused on ensuring ICF employees have the skills and mentoring to support the company’s innovation and growth.
Mary McNevin helps U.S. Venture prepare future leaders while broadening its talent acquisition scope.
CLO Samantha Hammock is helping American Express anticipate and develop the skills employees will need to innovate and compete in a new age of technology.
Chief Talent Officer Michael Arena is helping build adaptability into General Motors’ workforce.
Hilti stands on a leadership model of developing people and achieving outstanding results.
Dave DeFilippo leads an aggressive approach to overcome a dry talent pool.
Chief of People and Learning Officer at Suffolk, Dave DeFilippo is fighting the war for talent in the construction industry.
Video gaming and talent development take off in tandem.
Cynthiann King leads the design, development, implementation, management, and maintenance of company-wide employee training initiatives and programs for Toll Brothers, a national, luxury homebuilder firm with more than 5,000 associates.
President Donald Trump has tasked his administration with creating 25 million new jobs, but a lack of jobs may not be what's holding back American business. Many experts believe a skills gap is the real problem.
An organization's talent development function exists, among other reasons, to develop employees so that they're able to contribute to achieving organizational goals. But if employees likely won't remain with one company throughout their entire careers, and given the evolving work dynamics in place, it's to employees' advantage to take professional development into their own hands, to achieve their personal goals. Right?
Rob Lauber is chief learning officer at McDonald's, where he oversees a staff of 250 people across North America, Europe, Asia, and Australia. Under his purview are the L&D Center of Excellence and seven Hamburger Universities around the world, as well as education and accreditation programs. In all, L&D's audience is about 1.9 million McDonald's employees.
Deloitte University (DU) has become the cultural, learning, and engagement hub of Deloitte. In fact, the sheer magnitude of its creation forced the organization to examine and refine every detail of its talent development strategy.Join ATD for an in-depth look at talent development at Deloitte.
Key attraction, retention, and engagement issues that influence the employee experience.
Talent development is an accelerator for the transition to the "new" IBM.
The Talent Development Executive Confidence Index (TDXCI), formerly the Learning Executive Confidence Index (LXCI), is a quarterly assessment of talent development executives' short-term expectations for the health of the talent development function in organizations. The questions in the Q1 2016 survey asked about the status of talent development. Talent development executives are less optimistic about...
Evidence suggests that organizations are more competitive, agile, and engaged when employees freely and consistently share knowledge. In other words, these high-performing companies have an established culture of learning. Despite the obvious benefits, only 31 percent of organizations have well-developed learning cultures, according to Building a Culture of Learning: The Foundation of a Successful Organization, a new report from ATD Research and the Institute for Corporate Productivity (i4cp).
