Learning transformed = Agility achieved

Redefining learning as a platform, rather than an event, enables and supports an agile, digital business


Posted by Lindsey West and Terry Patterson on September 27, 2018.

The corporate learning function is under pressure to deliver more capable and more engaged talent faster. How can learning meet these escalating expectations? Certainly not by tinkering at the edges. Something completely different from the status quo is in order, given the pace of business disruption overall and the way technology has permeated our day-to-day lives. The answer doesn’t lie in new or different training programs, but in a completely new type of learning platform.

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Reflections on HR Tech 2018: The Evolving Learning Landscape


Posted by Julie Hiipakka on September 17, 2018.

The HR Technology Conference is more than a big—some might say the biggest—event for solution providers, tech buyers, bloggers, industry analysts, and HR consultants. The event has the spirit of a college reunion mixed with elements of speed networking: attendees need comfortable shoes, high energy, and the means to connect. If you don’t carry business cards, be prepared to tweet, email, or use other social media channels to remember everyone you meet.

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Get Your Talent in Shape


Posted by Julie Hiipakka and Kathi Enderes on September 12, 2018.

Organizations have been speaking for years about an alphabet of talent shapes—T-shaped, M-shaped, P-shaped, E-shaped, π-shaped, and I-shaped—that can help develop company strategy and maintain a pipeline of diverse capabilities.1 If you’re unfamiliar with these talent shapes, they may be best understood as members of the following two groups:

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Upping your game: From functional experts to business advisers

Learning Measurement Part 1

Posted by Erin Clark , David Fineman, Praveen Kaushik, and Mariana Aguilar on August 6, 2018.

For many businesses, our behaviors as consumers—our clicks, our scans, our searches—drive decisions about how, where, and when to place certain information in front of us. And that placement, determined by our own behaviors, can result in higher sales and greater revenue per advertising dollar for many of those businesses. Data and the analytics horsepower that yield these kind of insights are quickly becoming table stakes for the way most organizations interact with and engage with customers. A business strategy without a data strategy is often an indicator of a company’s naiveté,1 and many are becoming data-driven businesses. Why, then, do learning leaders often continue to struggle with the age-old battle of evaluating the value of learning to the business? Why do they continue to find it so difficult to justify increased investment? The answer: They are thinking about the problem all wrong.

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Is Employee Empowerment the New Leadership Model?


Posted by Julie Hiipakka on July 25, 2018.

Just how critical are leaders to employee experience? It turns out that even as individuals and teams increasingly call the shots about the way work gets done, leaders are often the single biggest influence on employee growth and development. Bad managers can sap morale, erode employees’ trust, or worse, harm business performance. Get top-performing managers on the job, however, and they not only serve as coaches and mentors but also help build a culture of consistent improvement.

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How are you evolving Learning & Development to drive business transformation?

Posted by Jamie Breshears , Joanne M. Kim, and Neha Yadav on July 9, 2018.

Today’s disruptive environment means organizations must always be looking to reinvent their business models and how they serve their customers. To enable these transformations, they need to be able to quickly reskill or upskill their people. Typically this has been the responsibility of the Learning & Development (L&D) function, but business leaders are telling us that L&D hasn’t been keeping up with the needs of modern learners. In fact, more than half (54 percent) of respondents to the 2018 Deloitte Global Human Capital Trends survey said they had no programs in place to build the skills of the future.1 As legacy L&D responsibilities become less relevant, L&D organizations should be looking inward to assess their current capabilities against those needed to advance the organization and ready people for the future of work.

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Starting Off on the Right Foot: Onboarding


Posted by Robin Erickson on June 27, 2018.

Have your organization’s employees ever told you that their onboarding experience supported them throughout their entire career? Probably not. That’s because the typical onboarding process is often confused with “orientation,” a two- or three-day whirlwind of compliance-related paperwork, team exercises, and administrative tasks. After this exhausting experience, which is hardly memorable, the new employee is often left to his or her own devices—and may look for a new job within a few months.

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Act I for Employee Experience: The Candidate Journey


Posted by Robin Erickson on June 26, 2018.

Top-performing organizations should embrace the first opportunity with candidates as part of their overall plan to engage employees throughout their entire tenure and beyond. Employee experience begins with prospective employers making initial contacts memorably positive for candidates and putting their “best foot forward.”1 But this isn’t easy. Today’s job candidates have high expectations for how prospective employers should interact with them. Candidates have more power than ever to learn about, evaluate, and share positive and negative information about prospective employers through social media.

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