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 Association for Talent Development conducted an online poll of talent development leaderst to determine what 2020 will look like for them.

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.

Use the Greiner Curve to assess and anticipate business needs and create a talent development strategy to address them.

Video gaming and talent development take off in tandem.

Toll Brothers is a public company traded on the New York Stock Exchange. In 2016, the company had revenue of $5.2 billion. Even with that track record, the firm is gearing up for serious change. Cynthiann King started with Toll Brothers in 2012 as a training director. Three promotions later she is now vice president of learning and development, with company-wide responsibility for L&D. Her boss, Joy Roman, was hired early in 2017 as the company’s first chief human resources officer. Both women’s organization-wide roles signal the rising importance of human...

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?

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.

My charter as the new head of executive development was to build a mini version of GE's leadership university—Crotonville—for Heinz globally. The Heinz CEO counted GE's CEO at the time, Jack Welch, as a mentor and wanted to ensure we were developing our far-flung executives to be prepared for growth. Headquarters was a relatively small group of executives focused on corporate strategy and portfolio. The CEO wanted to create a more cohesive, skilled top leadership team. I was asked to propose a leadership training program and a budget for the few hundred senior...

The skills gap has garnered significant attention in the United States and globally in recent years. Communities, states, regions, and entire nations—now more than ever given the globalization of business—pay a heavy price when they cannot find or equip workers with the right skills for critical jobs. Simply stated, they fail to flourish and falter when meeting customer demands. In fact, PricewaterhouseCoopers's 2015 Global CEO Survey found that three-quarters of 1,322 responding CEOs in 77 countries say the skills shortage is the biggest threat to their business...

In this Q&A, Chief Talent Development Officer Martha Soehren provides an inside look at the talent development function at Comcast Cable. 1. Where does talent development fit into the org chart? Is it under HR or free-standing? Talent development is aligned under me—so is the talent management function—and I report to...

ATD's 2015  State of the Industry report found that, in 2014, organizations on average spent $1,228.70 per employee on direct learning expenditures. This represents just over a 1.7 percent increase from 2013, when the average spent per employee was $1,207.73. The increase in spending outpaces the average inflation rate of slightly under 1.4 percent seen in...

The argument: Improve the leadership selection process rather than focus on development. How does your organization build its leadership bench strength? 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. Meanwhile, others wager that it's more effective—and predictable—to invest resources in developing internal candidates. Two thought leaders share their contrasting viewpoints on the topic.