In Upskilling and Reskilling: Turning Disruption and Change Into New Capabilitiesthe latest research report by the Association for Talent Development (ATD)results show that just over a third of organizations provide both upskilling and reskilling. The report defines upskilling as training designed to augment existing skills with new or significantly enhanced knowledge or skills to enable individuals to continue and succeed in the same profession or field of work.

Originally a manufacturer of lighting products, GE now spans many sectors, including aviation, healthcare, and power.GEs leadership institute, GE Crotonville, develops employees in leadership, strategy, and innovation through numerous in-person instructor-led courses, team-building activities, and one-on-one coaching sessions. In 2015, to meet this challenge of scale and to bring learning to employees more quickly and on a continual basis, GEs digital learning team developed the platform BrilliantYOU, with the vision to offer engaging, personal, and socially...

This video profile from ATDs Take It From the Top series features CTDO Next member Tara Deakin, Chief Talent and Development Officer at TD Bank. Tara reveals her core values, including personal accountability and confidence in the choices she makes.

This video profile from ATDs Take It From the Top series features CTDO Next member Eivind Slaaen, Head of People and Culture Development at Hilti Corporation. Eivind shares his belief in human potential and unleashing organization performance by focusing on people.

The organizations area directors regularly identify and meet with local business owners to discuss advertising their businesses in N2 Publishings products. With more than 900 publications across the nation, N2 Publishing has a large, dispersed sales force of area directors and sales directors working in 47 states throughout the United States.Being remote, area directors receive most of their training and support through phone calls with sales directors and field support representatives, who are available during business hours to answer questions and provide...

Ann Parker interviews Mark D Nevins, co-author of the new book What Happens Now: Reinvent Yourself as a Leader Before Your Business Outruns You, about the need for leaders to continue developing their skills, particularly soft skills such as emotional intelligence.

A large public accounting firm teams up employees to support the local community.

Use succession business metrics to develop strategies to retain top talent.

Chief of People and Learning Officer at Suffolk, Dave DeFilippo is fighting the war for talent in the construction industry.

Learn to capitalize on collaborative software without killing productivity.

Five negotiation strategies to take you far in life and in the C-suite.

Diversity and inclusion requires leaders to set an example to foster inclusive environments.

Dave DeFilippo leads an aggressive approach to overcome a dry talent pool.

Build a foundation of knowledge management to handle lost knowledge with employee departures.

Don't let a candidate's confidence cause you to overlook a potential lack of competence.

There is no doubt that big changes are comingindeed some are already herethat will deeply impact business, how work happens, and how humans and machines will coexist in the workplace. There is also no doubt that the future of work will be significantly influenced by the future of learning, and that is a future we must invest in and plan for now.

Can You Tell Learning Fact From Fiction? Multitasking is as simple and efficient as flipping a switch.

Founded in 1969 and based in Seattle, SightLife is the only global health organization working relentlessly to eliminate corneal blindness worldwide by 2040. With partners in more than 30 countries, SightLife strives to increase the number of corneal transplants performed each year to transform millions of lives around the globe.

The Talent Development Executive Confidence Index (TDXCI) is a quarterly report that measures the expectations of talent development executives for the health of their organizations’ talent development functions over the next six months.