Learning to comply

A regulatory learning framework for Banking & Securities

A regulatory learning framework for Banking & Securities

Posted by Josh Haims and Margie Painter on July 28, 2016.

It only takes a quick web search of regulatory penalties in the Banking & Securities industry to get a sense of the lay of the land. Regulators are scrutinizing financial institutions around the world and levying heavy penalties for violations and noncompliance.1 Global banks have paid more than $235 billion in fines to regulatory authorities over the last several years.2 In response, financial institutions have been searching for ways to shore up their compliance capabilities. The Regulatory Learning Framework, developed in conjunction with learning, compliance, and risk executives from leading financial institutions, provides guidance for banking and securities organizations to assess their current learning strategies and identify opportunities to improve the delivery and effectiveness of compliance learning programs.

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Stack the learning deck

Embrace new skills and roles to build a “full-stack” L&D function

Embrace new skills and roles to build a “full-stack” L&D function

Posted by Mary Slaughter on July 21, 2016.

So much has changed in organizational learning and development (L&D) over the last 15+ years that it barely resembles the function of old. Today corporate learning is less about developing and conveying content and more about enabling people to adapt, contribute, and excel throughout their careers. This shift has created the need for a much broader definition of what it means to be a learning professional.

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Is your finance transformation project truly transformational?

Reap the advantages of a consolidated reporting and analytics package

Reap the advantages of a consolidated reporting and analytics package

Posted by Tony Johnson, Matthew Clark, and Jason Hiquet on July 14, 2016.

Across the insurance industry, more and more companies are undertaking finance transformation, model conversion, and technology infrastructure modernization projects. A primary aim of these projects is to empower companies with integrated systems and efficient modeling processes—but, these potential benefits are not necessarily automatic. Companies should take pause and ask, “Am I getting everything out of my finance transformation and model conversion projects that I hoped?”

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The new CLO: Our transformed role

The new CLO: Our transformed role

Posted by Eric Dingler and Amy A. Titus on June 30, 2016.

The Chief Learning Officer, CLO, is one of the newer members of the C-suite, first appearing on org charts in the late ’90s. At the time, the emphasis was on providing traditional forms of learning (initially in the classroom, later adding online or e-learning) to ensure employees had the knowledge, skills, and capabilities to perform their jobs. This rather narrow view of the CLO’s role has steadily broadened over time.

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Workforce analytics Part 2: Informing labor cost optimization


Lisa Disselkamp, on June 21, 2016.

In Workforce analytics Part 1, we discussed three key questions about labor spending that workforce analytics can help organizations answer: (1) How am I doing?, (2) If there are problems, where and when are they happening specifically?, and (3) Is there a business case for change? In Part 2, we look at the how to use the answers analytics uncovers and put them to work in the form of labor cost optimization: the process of refining policy, people, process, and technology to realize desired savings and improvements.

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Heading to the cloud? Learn from this company’s speedy trip

Posted by Tim Ely, on June 8, 2016.

The potential benefits of moving from on-premises systems to cloud-based systems are well-documented, including lower up-front investment, reduced ongoing maintenance and costs, ease of updating, faster implementation, standardization across systems, and the like. These factors, along with a desire to transform HR to more easily access reliable data and better serve users, led one global company to migrate to the cloud in a big way—retiring more than 70 legacy systems on its brisk 15-month journey.

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Another opportunity to extend HR Shared Services—COEs


Posted by Vyas Anantharaman, Kelley Taylor, and Diksha Dehal on June 03, 2016

We’ve devoted a few discussions to how organizations can make better use of HR Shared Services (HRSS) and why they should. Today’s HRSS centers are more innovative, more technologically proficient, and far more interactive and knowledge-based than they have traditionally been perceived. These advancing capabilities make HRSS well-suited to support another vital area of HR: COEs (Communities of Expertise). With a few targeted steps up front to help facilitate the transfer, services traditionally handled in COEs can also be handled effectively and efficiently via HRSS. The goal is not to diminish or replace COEs, but to free their resources for more value-added activities.

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Workforce analytics Part 1: Exposing payroll leakage

Can you answer three key questions about your labor spending?


Posted by Lisa Disselkamp on May 19, 2016

Do you know if you are spending more on payroll than necessary? The question goes beyond conducting an audit to find errors and fraud. The deeper question to ask is this: Is there unnecessary labor expense that is not the result of a mistake or abuse but has become a source of overspending? Many employers don’t know if they are suffering from inflated time-worked reporting or hidden, unproductive paid time. Without oversight, employers are likely to be paying incorrect (i.e., unnecessary, unintended) time correctly, instead of paying the correct time correctly. Continue reading “Workforce analytics Part 1: Exposing payroll leakage”