Learning FOMO: How curation can help prevent you from missing out on the development you expect

Posted by Jason Magill, Carly Ackerman and Mariana Aguilar on November 20, 2017.

There’s been a lot of talk in recent years about the effect that our on-demand, social-media-fueled culture is having on our collective psyche. It’s nearly impossible to escape being inundated with information about the lives of our network—new jobs, promotions, weddings, parties, concerts, trips. While these events may be carefully curated for sharing, they can lead to the feeling that everyone else is experiencing the glorious wonders of something you are not. This phenomenon, called FOMO (Fear of Missing Out), not only arises in our personal lives but is also showing up in the workplace—particularly related to employees’ expectations to build and develop new skills and engage in new experiences. While careful curation may contribute to FOMO in our personal lives, it can actually help avoid FOMO in learning while improving learning effectiveness.

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Becoming Simply Irresistible: Meaningful work

Posted by Josh Bersin and Burt Rea on November 10, 2017.

In our Simply Irresistible model for the employee experience (aka employee engagement), we describe five core drivers of employee success: meaningful work, supportive management, fantastic environment, growth opportunity, and trust in leadership. In this article we’ll talk about the first, “meaningful work.”

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Minds + Machines: Revolutionizing work, careers, and learning

Posted by
Michael Griffiths
,  Matt Stevens, and Carly Ackerman on October 27, 2017.

We often hear threats of the imminent doom headed our way in the form of artificially intelligent robots. Instead of considering robotics and cognitive technologies as a way to reduce the need for humans, organizations should be considering how the future of work drives complementary capacity created by automation. HR and Learning & Development (L&D) have a significant opportunity to help the organization transition toward structures capable of moving faster, learning rapidly, and embracing the dynamic, human-centered careers created as a result of digital proliferation and increased automation.

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Digital talent: Build it, use it, or lose it

Posted by
Margie Painter
and
Carlos Larracilla
on October 20, 2017.

Like it or not, digital is here, and in a few years, “being digital” will likely no longer be a competitive advantage for companies, but necessary for survival. With the dropping costs and rising adoption of AI, cognitive computing, and robotics, companies could easily be faced with applying these technologies everywhere, regardless of industry, function, or even company size. And that takes digital talent. But what does that mean? Who are these people? Where do we find them? They may not be who you think they are: digital talent is not strictly about “techies” and people who know how to use, build, or invest in new disruptive technologies.

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Is your contingent workforce program becoming obsolete?

Posted by Brian Proctor, Kathryn Charlton, Dana Flynn-Rea and Dave Yerks on October 4, 2017.

Your organization, like most of those we see, is probably already incorporating contingent workers in your talent mix, and likely seeing year-over-year increases in the number of contingent workers in your workforce. In Deloitte’s 2016 Global Human Capital Trends report, 51 percent of global executives surveyed said they plan to increase or significantly increase the use of contingent workers in the next three to five years, with only 16 percent expecting a decrease.1 But, even if you think your contingent workforce program has been up and running efficiently, it’s important to revisit it regularly. The contingent market is evolving rapidly, and keeping your program on autopilot could risk it falling far behind.

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Looking beyond engagement and into worker passion

Looking beyond engagement and into worker passion

Posted by John Hagel III and Maggie Wooll on August 10, 2017.

We are in the early stages of a shift from a global economy focused on angst, fear, and erosion of trust to one defined by creativity, curiosity, imagination, and social intelligence. To make this shift successful requires a broad shift in how institutions engage with employees and embrace the future of work.

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Work is learning and learning is work: Becoming a High-Impact Learning Organization

Work is learning and learning is work: Becoming a High-Impact Learning Organization
Posted by Josh Haims and Dani Johnson on August 8, 2017.

New research from Bersin by Deloitte, Deloitte Consulting LLP, on what it means to be a mature, High-Impact Learning Organization (HILO) sharpens the urgency for the learning and development (L&D) function to evolve or potentially risk becoming irrelevant. CLOs: it’s time to strategically consider and put on your four faces; you have a tremendous opportunity (and an obligation) to drive the change needed to create and support a culture of always-on learning. C-suite and business leaders: you can’t afford to be complacent; you also “own” learning. How can you, as senior leaders, move your company toward high, Level 4 maturity as a true learning organization?

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Connected learners > Common business context > Accelerated learning

Connected learners
Posted by Anagha Sawant on June 22, 2017.

Businesses are transforming rapidly to keep pace with an increasingly digital world. However, their ability to embrace digital depends, to a large extent, on their talent’s ability to perform in this new and ever-changing environment. Employees are having to constantly learn, unlearn, and relearn to match steps with their changing work environments and job roles. And they are having to do this fast.  How can organizations accommodate with learning that is both fast-paced and constant?

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