Getting to digital learning: The puzzle is coming together

Getting to digital learning: The puzzle is coming together
Posted by Josh Haims on February 1, 2017.

As the digital (r)evolution continues to turn corporate learning on its ear, we find many organizations and their learning leaders seeking guidance about what’s next. They’re asking questions about everything from their legacy learning infrastructure to the skills of their team to content curation to engaging learners. What strikes me as I listen to these questions is that it’s not so much that we have a new puzzle to solve, it’s that the puzzle pieces we’ve had for a while are finally clicking into place.

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A better way forward: Learner-centric leadership development

A better way forward: Learner-centric leadership development
Posted by Noah Rabinowitz on January 6, 2017.

As we’ve discussed in parts one and two of our four-part series, leadership development is about giving people the knowledge, tools, and experiences they need to be effective leaders at your organization. That means developing them in the context of your business strategies and the issues you face in executing those strategies and reaching goals. Delivering that type of contextual leadership development starts with thinking differently about how you approach leadership learning. To be truly effective, your learners—not the content or the delivery mode or the underlying technology—should be at the center of your approach.

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Retail talent in the spotlight

A new operating model for talent acquisition
Posted by Nathan Sloan on December 16, 2016.

It’s retail’s annual turn in the spotlight—and under the microscope—as the holidays mark the industry’s busiest, often make-or-break time of year. It’s also when many of the talent challenges pervasive in the retail industry come to a head. The ongoing struggle to attract qualified people, the pressure to operate with agility, and the broad and deep impact of digital technologies are all heightened during retail’s hottest season. As part of studying retail disruptions, Deloitte examined the talent practices of a wide range of retailers in our recent publication, Retail Talent Disrupted.

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A new operating model for talent acquisition

A new operating model for talent acquisition
Posted by Arthur Mazor and Bill Cleary on December 13, 2016.

In our previous post, we looked at some of the ways HR can learn from leading practices for customer experience to improve talent acquisition. Enhancing the candidate experiences requires getting smarter about how organizations approach talent acquisition. According to Bersin by Deloitte, recruiting is already an expensive undertaking—US companies spend an average of $4,000 per hire—and it’s likely organizations will feel greater pressure to spend even more in the competition for the attention of Millennials and other talent.1 From social media to alumni networks, it’s time for companies to focus their investments on the areas of greatest payoff. That means linking recruitment more closely to overall corporate strategy as well as promoting a smoother ride for candidates through the process.

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Workday Learning: A new disruptor in the fast-paced learning market

Workday Learning: A new disruptor in the fast-paced learning market
Posted by Jason Magill, Manoj Parthasarathy, and Walt Sokoll on November 30, 2016.

In Bersin by Deloitte’s new report previewing 2017’s top nine trends disrupting HR technology, the learning market is featured for its ongoing massive evolution. Driven by cultural, demographic, and business realities, learning and development (L&D) is being viewed as essential not only to ensure a suitably skilled and competent workforce but also to attract talent (particularly Millennials) in the first place. According to the report, “[the] entire marketplace of corporate learning tools is being turned on its head….”1 We’ve had the chance to observe this firsthand with the introduction of Workday Learning, a new entrant in the fast-paced, cloud-based learning market.

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The candidate as customer

The new dynamics of talent acquisition

The candidate as customer
Posted by Arthur Mazor and Bill Cleary on November 15, 2016.

The competition for talent is intensifying. Continuing economic growth is giving skilled employees more leverage in the job market, raising the bar for companies looking for a talent edge over rivals. Gone are the days when HR could simply announce open positions and expect to get plenty of interested candidates.

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A better way forward: A business-first approach to leadership development

A better way forward: A business-first approach to leadership development
Posted by Noah Rabinowitz on November 09, 2016.

You may be familiar with cookbook approaches to leadership development: a dash of reading, a sprinkling of inspirational lectures, a few stretch assignments, a bit of mentoring, a case study or two, and even some cool field trips. The result might make leaders feel more prepared or more skilled in general and typically provides a great opportunity to expand their peer network, but the learning often isn’t readily applicable to the real-world problems of the business. In the second installment of our four-part series on leadership development, we look at how organizations can make the development effort more real, more relevant, and more likely to make a meaningful impact by tying it directly to the business.

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Content curation:

How L&D is getting a handle on this organizational responsibility


Posted by Amy A. Titus and Dani Johnson on October 12, 2016.

Curation has been a buzzword in the Learning & Development (L&D) space for a few years now. With the proliferation of information, it’s getting harder and harder for employees to find valid, up-to-date, engaging content to meet their needs. Bersin by Deloitte data from its High-Impact Learning Organization study tells us that the biggest challenge employees face when they’re trying to learn isn’t the lack of content—it’s finding the right content.

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How telecom icon AT&T’s talent reskilling enables future relevance

How telecom icon AT&T’s talent reskilling enables future relevance
Posted on September 27, 2016.

The talent crisis and some of the ways organizations are dealing with it has been a topic of conversation on HR Times since we started. We’ve discussed it from a manufacturing perspective (and in particular, the chemical industry), an HR perspective, a finance industry perspective, and a broad national perspective. Now in a new Harvard Business Review article, John Donovan, AT&T’s chief strategy officer and group president, and our own Deloitte Consulting LLP principal, Cathy Benko, take a company-specific perspective, explaining how one of the largest and most iconic companies in the world (No. 10 on the Fortune 500) is addressing the talent challenge.

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