The work world has changed, and talent development leaders must step up, reassess, and innovate. Talent leaders have been debating the future of work for many years.
As automation and the pandemic have reduced some roles, companies are redeveloping employees skills to meet other business needs. Even though some industries like healthcare and online retail have maintained growth, one in five Americans has filed for unemployment benefits.
Corporate universities and in-person training are taking the backseat to digital learning options. According to Corporate University Xchange, the value proposition of the corporate university rests both in what it helps a company avoid (prevent a gap) and in what it addresses due to subpar performance (fill a gap), as well as in building on that which currently is in place (building on strength).
As companies integrate more digital technologies, theyre also expanding the ways employees learn. According to data from McKinsey, even before the pandemic, 92 percent of companies thought their business models would need to change to respond to digitization.
Track short sims to better understand your learners. Those that use short simsquick, engaging, learning to do online learning contentget better metrics than those that use traditional content alone or full games.
Taking shortcuts will lead to unproductive and likely costly outcomes. When I was a talent development manager at a public accounting firm, I administered the most disastrous learning event of my career.
This is a crucial characteristic for anyone in the C-suite. Executive presence is an essential trait for anyone aspiring to reach the ranks of the C-suite.
Top execs develop emotional intelligence skills to improve their relationships and make smart decisions. Now imagine you receive final signatures for a major contract just minutes before you have to deliver news of a demotion to a member of your team.
The largest obstacle is many practitioners inability to capture metrics that tell the quantifiable story of success in mentorship programs. Mentorship programs are social learning relationships that are transformational for individual employees and drivers for strategic organizational success.
Learn to find purpose, power, and perspective. It was a time of change: Glam rock was taking the charts by storm the worlds first major computer virus, the infamous Morris (later Internet worm) had reared its head and what was then the Soviet Union had begun its restructuring and the start of its eventual collapse.
Patrick Bosworth Founder and CEO, Leadership Choice Cultural fit is typically described as the likelihood that someone will adapt to or mesh well with the core beliefs, attitudes, and behaviors within your organization. This, however, may be only a fraction of the total cost of poor cultural fit when compared to lost sales, reduced productivity, poor customer experiences, and reduced morale that result from bad cultural fit issues.
Classic change management advice doesnt apply to transformational change. Ive spent the past couple decades studying what the top scholars in the space have to say, even meeting and working with some.
Learn to purposefully guide your companys culture. Our company has something specialfigure out what it is, cultivate it, transform it, but dont screw it up.
Director of Talent Management Mary McNevin helps U.S. Venture prepare future leaders while broadening its talent acquisition scope. As director of talent management, McNevin oversees talent acquisition, performance management, talent development, and succession planning and preparation for U.S. Ventures 1,800 employees across the United States.
In some organizations, it is becoming tougher to manage peopleregardless of whether they are employees or contract workers. As more and more high-level, independent workers are staffed on projects, hiring managers are learning that they must follow new rules to manage these gig workers, rules that may not seem intuitive and may even seem harsh.
Peruse articles about talent development and youll find that many focus on the war for talent, engagement drivers, and the future of work. The days of talent development professionals being asked to exclusively focus on talent development is coming to an end, and its something to be celebrated.
A lack of understanding of how to measure and interpret employee engagement data is causing frustration among C-level executives. Why does employee engagement cause so much anxiety among C-level executives? Is it because it is a soft science that wasn't taught in business school? Or because years of change initiatives haven't improved employee engagement in your organization? Whatever the reason, many recent surveys have illustrated the frustration with how to measure employee engagement, and how to interpret data from surveys and initiate changes in the company...
While looking forward, we cant lose sight of the fundamentals of learning. I have growing concerns that, as talent development executives, we will lose sight of the process while focusing on the outcomes.
Get employees technologically up to speed through hiring, upskilling, and reskilling. Do your employees know how these tools relate to your organizations success?
Chief Talent Officer Michael Arena is helping build adaptability into General Motors workforce. Once the largest automotive manufacturer in the world, it was no longer making a profit as of 2005.