On January 28, 2021 during a CTDO Next working session, members discussed the go-forward plan for 2021. They shared ideas about the networks learning agenda, working agenda, and tactical agenda for the months to come.
On November 5, 2020, during a CTDO Next working session, members heard new ATD research from Maria Ho, ATDs Associate Director and Head of Research about the impact of COVID on talent development. They also discussed the role of TD in culture, based on current disruptions and a new future of work.
On February 17, 2021, Chris Yeh joined CTDO Next members to discuss the future workplace and the future of learning. Chris described a couple of post-pandemic workplace scenarios, emphasized the role of talent development in driving career growth and employability, and forecasted a dual employee-employer ownership of skills development, among other topics.
On October 8, 2020, during a CTDO Next working session, members discussed new considerations of the future of work and learning, and their implications for talent development.
On September 24, 2020, during a CTDO Next working session, members reviewed past topics, including the future of work and the disruption of talent development, and discussed new considerations.
On June 15, 2020, during a CTDO Next working session, members consulted one of their own about how to create a framework to maximize virtual learning.
On April 16, 2020, CTDO Next members discussed this question: Is the future workplace we were predicting already here, and if so, is it different?
On July 30, 2020, David Epstein shared lessons from cutting edge research on both unexpected opportunities and invisible pitfalls in times of crisis.
Despite investing resources and effort, severing a partnership with an outside vendor may be the right decision. As director of talent development for Texas Instrumentsa global semiconductor company that designs and manufactures processing chipsI oversee training and development for 30,000 employees around the world.
Ann Schulte is encouraging mindset and learning agility at Procter Gamble to tackle challenges and disruption. Agility is not what you typically expect from a 184-year-old company, but thats exactly how consumer goods manufacturer Procter Gamble responded to the challenges that unfolded in recent years.
In changing times, the CTDOs role must likewise evolve, expand, and grow. Although there are many layers to a proactive business strategy, one key piece of the equation focuses on supporting employeesattracting and retaining talent as well as providing individuals with opportunities to develop in varied and, oftentimes, unpredictable ways.
Holding onto the way things have always been done can prevent you from seeing new opportunities and growth. COVID-19 catapulted on the scene, and the 27-year-old interpersonal skills training company I work for was placed on a shelter-at-home basis.
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 a companys senior leadership and HR leaders think through what pay transparency means for their organizations, talent development professionals stand in a unique position to play a lead influencer role on the issue. If an employer chooses to move toward full pay transparency, that will require increased sophistication of the companys talent mobility, career path and progression, training, and employee communication programs.
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.
Talent development should champion fairness, transparency, and accountability in AIs use. AI is helping us to personalize and enhance everything in our lives, from the clothing we buy to the tools we use to learn.
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.
How do you, as a learning professional, prepare for what you dont know is coming? How do you judge what is important and what is just a fad?In Shock of the New: The Challenge and Promise of Emerging Technology, Chad Udell and Gary Woodill create a new framework for anticipating emerging learning technologies, outlining six key perspectives you should consider with any new technology.
Succession planning is essential for ensuring business continuity and operations, but research shows that not many organizations actually have formal succession plans in place. In fact, the Association for Talent Developments latest research, Succession Planning: Ensuring Continued Excellence, found that just 35 percent of organizations have a formalized succession planning process.
To effectively prepare for the future of work, approach talent strategy with humility, an open mind, and a lot of questions.