Shape Whats Next for Learning in Your Organization Our era of dynamic change and its profound impact on personal lives and businesses throughout the world represents a new normal. They offer lessons for being the most innovative, the most aligned to business needs, and the most strategic.
The fast-casual restaurant infuses this mission in everything it does, and that is a driving element of its talent development initiatives. It really does capture what we stand for, which is this whole food culture and movement that Steve Ells, our founder, created, says Chief People Officer Marissa Andrada.
Chief Learning Officer Michael Molinaro is ensuring New York Life employees have easy access to intuitive learning options. That principle has been a driving force behind the work of Michael Molinaro, chief learning officer for New York Life, the largest mutual life insurance company in the United States, according to Fortune.
Liz Janssen is focused on ensuring ICF employees have the skills and mentoring to support the companys innovation and growth. Many of the people who work at ICF are very passionate about their field and committed to having an impact, says Liz Janssen, vice president of learning, talent development, and change management at ICF.
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.
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.
American Express has entered a new seasonone of fresh leadership and growth. After 17 years at the helm, he retired in early 2018, and Stephen Squeri, the companys then vice chairman, took over.
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.
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.
If youve been directing your organizations talent development effort during the last few years, you might think youre on a journey without a map. There are few published resources to guide you in a challenge that many experts promise will only become more urgent, and necessary, in the coming years.
Hilti stands on a leadership model of developing people and achieving outstanding results. He is the head of people and culture development for Hilti, a multinational company that develops, manufactures, and markets products, systems, software, and services that serve the construction and energy sectors.
A large public accounting, consulting and technology firm is teaming up with employees to give to local communities. Thats just one example of the many ways Crowe, one of the largest U.S. public accounting, consulting, and technology firms, supports the community.
Optimizely gives its employees numerous opportunities to participate in volunteer and charitable efforts. Organizations that crave a community that comes with an aspirational culture should create opportunities for employees to opt into an ethos of higher purpose.
We dont have a formal definition of talent development, but we have a mission statement for HR and learning and development, which we developed as a team: Mirroring the high standard of luxury embraced by our company, we seek to hire, engage, train, and retain the best employees, providing them with luxury services through a full array of excellent benefits and professional development opportunities. Our part of the mission is to provide associates with professional development opportunities, which may include formal training, stretch assignments, mentoring...
Visionary teacher and lifelong learner Pat McLagan views learning ability as software for processing daily life. And like all software, learning software require upgradesand regular reboots!
An integrated approach to improving the employee experience is needed. In response, organizations polled and prodded employees to pinpoint the key factors affecting engagement and rolled out numerous culture change initiatives to their front lines.
Rob Lauber is chief learning officer at McDonalds, where he oversees a staff of 250 people across North America, Europe, Asia, and Australia. How do you define talent development at McDonalds?
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.
Tamar Elkeles presented her session Secrets to Building an Award-Winning Learning Organization, on May 22, 2016, at ATD 2016. In this segment, she discusses linking measurement to business goals and company culture.
Research from the Association for Talent Development (ATD) and the Institute for Corporate Productivity (i4cp) reveals that robust cultures of learning are distinct hallmarks of organizations that consistently produce the best business resultscompanies that lead the worlds markets in revenue growth, profitability, market share, and customer satisfaction. Through the lens of high performance, ATD and i4cp explore the practices learning and development leaders are applying to drive vibrant learning cultures.