Beyond learning

Posted by Josh Haims, Amy A. TitusCarly Ackerman, and Emily Lappin on April 26, 2019.

How do you prepare for a future workplace where the boundaries between humans and machines are blurred? Where skill sets and job roles are fluid? Where learning isn’t the responsibility of a centralized function, but of the entire enterprise. And, where you will need to access, curate, and engage talent in more creative ways than ever before. The search for answers to difficult, yet essential, questions brought more than 90 learning and business executives together at the 8th annual Deloitte Chief Learning Officer Forum held at Deloitte University in March 2019.

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Spotting three Trends of the Trends: Learning is No. 2


Posted by Jeff Schwartz on November 21, 2018.

After seven years of charting Global Human Capital Trends, we wondered: What trends can we glean from the Trends? As we looked closer, three persistent trends emerged. Just behind the leadership top spot is learning, our second Trend of the Trends. More specifically, we’ve seen an ongoing trend to enable more consistent, constant employee learning, and have seen organizations evolving their learning approaches in response.

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New priorities for leadership in the new world of work


Posted by Steven Hatfield and Anne-Claire Roesch on August 22, 2018.

As machines augment people in performing routine physical and process-based work, thanks to robotics, automation, and cognitive computing, the work people do is changing, opening the door to new opportunities for people to add value to customers, companies, and communities. In turn, what leaders expect—and what is expected of them—is changing, too. How are you developing leaders for the future of work?

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Making on-the-job learning part of your talent strategy

on-the-job

Posted by Amy A. Titus and Josh Haims on February 3, 2015.

As work and workplaces continue to evolve, so do many employees’ expectations about what they want from their jobs. A previous model of lifetime employment with one company and aspirations of “climbing the ladder” has given way to career paths that are more fluid and lattice-like. As part of this transition, formal classroom learning often gives way to experiential, on-the-job (OTJ) learning. OTJ learning can not only be efficient and cost-effective in that it takes advantage of learning moments that arise naturally, but also strategic in that it can promote talent attraction and retention by addressing employee desires to keep developing professionally.

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