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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Talent acquisition outcomes: So much more than “better hiring”

Posted by Robin Erickson and Denise Moulton on June 19, 2018.

We’ve been seeing significant evolution in the talent acquisition (TA) function for some years now as companies continue to refine how they attract, recruit, select, and onboard talent in a competitive market. But even we were surprised by how strongly the latest Bersin™, Deloitte Consulting LLP research on high-impact talent acquisition confirms TA’s advancement since our last study in 2014. We now have data tying TA maturity not only to advancements in how well the TA function fulfills its purpose, but also to business, financial, and workforce outcomes.

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Spotlight on Unilever: Practicing purposeful business through the Sustainable Living Plan

Posted on June 11, 2018.

Unilever’s long and strong heritage and culture of helping to make the world a better place stems from the company’s earliest beginnings in 1800s Victorian England.1 Today Unilever’s Sustainable Living Plan guides the purposeful way the company operates globally through three overarching goals: (1) improve the health and well-being of a billion people, (2) enhance livelihoods for millions of people, and (3) reduce the environmental impact of its business.2 Beyond the positive social and environmental effects of the goals themselves, the Sustainable Living Plan also serves the company by spurring growth, helping to reduce costs and risks, and improving trust in the company.

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Look beyond the traditional to enable learning with technology

Posted by Elizabeth Barisick, Dani Johnson, and Jason Magill on June 5, 2018.

Look beyond the traditional to enable learning with technology
Understanding the learning technology marketplace can be daunting. The ever-changing landscape of new vendors, new solutions, and new problems that organizations are looking to technology to help solve can be difficult to keep up with. Until now, many of the organizations we talk to use technology to help them make old practices more efficient (think e-learning instead of instructor-led). Some also use it to make the learner experience more engaging. But some of the most high-performing companies are going even further and thinking about the role of technology in learning completely differently.

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SaaS sustainability starts with a solid business case

Posted by Gary Cole, Tauna Jecmen, Christa Manning, and Marty Marchetti on May 25, 2018.

Moving from on-premises solutions to SaaS in the cloud is supposed to remove much of the burden of keeping up with the latest technological advancements, while benefiting from continuous innovation. The business case for moving to SaaS has typically been that organizations save money, time, and headcount because the SaaS provider does the heavy lifting of managing the infrastructure and upgrades. But is that how it actually pans out in practice? The answer could depend on how thoroughly the business case was prepared before making the SaaS decision.

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Learning undone: Enabling the “career constellation”

Posted by Terry Patterson, Ina Gantcheva, and Erin Clark on May 23, 2018.

Our paradigm of what a career looks like is rapidly evolving in this, the “age of accelerations”1 The learning organization has an opportunity to take the lead in enabling organizations to evolve in kind. Learning—both as a functional department and as an embedded element of organizational culture—should configure to enable the challenging, meaningful growth experiences and career mobility people seek while also building, sustaining and evolving the capabilities needed to deliver for the business.

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