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.

How do they expect other leaders views of talent development to change? To answer those questions, in December 2019, the Association for Talent Development conducted an online poll of 116 talent development leaders.

Scenario planning and talent forecasting can help talent development professionals braceand preparefor future disruption. As a result, some talent development professionals havent needed to pay attention to deep profit and loss analysis for our units.

Video gaming and talent development take off in tandem. Today, as vice president of learning, engagement, and performance for the global video game company, Malik oversees a broad cluster of learning and development roles, from talent development to diversity and inclusion.

As a senior talent professional, youre in the business of cultivating the potential of your organization and its people. Knowing how to identify where your organization is, and more importantly, the next stage it is growing into, will help you anticipate business needs and be ready with the right learning and talent solutions.

Homebuilding isnt done how it used to be neither is training at Toll Brothers, led by VP of LD Cynthiann King. Fifty years later, Toll Brothers is a Fortune 500 company building luxury homes, urban condos, golf resorts, and active adult communities throughout the United States.

The argument: Employees, not employers, should take responsibility for career development. But if employees likely wont remain with one company throughout their entire careers, and given the evolving work dynamics in place, its to employees advantage to take professional development into their own hands, to achieve their personal goals.

One-size-fits-all training, executive-only coaching, and legacy corporate learning systems were once considered the norm, but most organizations and employees found them insufficient. Learning is becoming increasingly prioritized, as shown in Deloittes Global Human Capital Trends Report 2016 which showed that more than eight in 10 executives (84 percent) rated learning as important or very important.

Sonic Automotives researchers then identified more than 24 pain points in the used car buyers experience that they could improve. These pain points included several issues with the sales process, with customers often thinking that they had to deal with too many people or spend too much time buying a car.Based on this information, the organization decided to launch three pre-owned car dealerships in Colorado by November 2014.

Nancy Altobello and the talent function at EY not only have a seat at the leadership table, but also a valued role throughout the organization. In 2013, under the leadership of a new global chairman and CEO, Mark A. Weinberger, the firm shortened its name to EY, unveiled a snappy new logo, and embarked on a rapid reinvention.

Not everything was a glowing success for a new leadership development program at Heinz, but lessons learned helped to improve future program designs. The mover surveyed the house and said, You must be very proud of your husband. It says here this is a VIP move for Heinz.

A new ATD whitepaper offers insight into what it takes to close the skills gap. The skills gap has garnered significant attention in the United States and globally in recent years.

The average number of learning hours used per employee also saw an upward shift, reaching 32.4 hours in 2014, compared with 31.5 hours in 2013. This is the second consecutive year this indicator has seen an increase in both the average direct learning expenditure and the average number of learning hours used per employee.

The argument: Improve the leadership selection process rather than focus on development. Many talent development professionals back the notion that it is critical to put in place tools and processes that identify and select people with leadership potential.

Martha Soehren is chief talent development officer and senior vice president of Comcast University and Comcast Cable. She is chairwoman of the Women in Cable Telecommunications board of directors and is past chairwoman of the Association for Talent Development Board of Directors.