Corral fast-moving learning technology and curation with a governance framework

Drive organizational performance at the same time

Posted by Amy A. Titus, Jen Behrens, and Michelle Weaver on February 21, 2018.

The fast pace of change and development in learning technology presents an ongoing challenge for Learning & Development (L&D) functions. Choosing from myriad technologies, figuring out how to pilot and implement them, working with vendors, training L&D staff and the organization’s employees on their use, curating content—all aspects must be considered and managed. A governance framework can help bring order to this crucial and complicated L&D mandate while also strengthening and sustaining organizational performance.

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Total Rewards – Total Relationships

Driving towards a Simply Irresistible Organization demands a shift in Total Rewards

Posted by Arthur Mazor, Chad Atwell and Jason Flynn on February 2, 2018.

Total Rewards leaders (Compensation & Benefits) are increasingly pressured from both inside and outside the modern organization. Long-time experts in this profession are accustomed to balancing the needs of the workforce, business, and regulators. Now more than ever there are new challenges for Total Rewards professionals to get ahead of – or risk being caught off guard.

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Conditions, not content: What higher-performing organizations focus on in employee development

Posted by Dani Johnson and Elizabeth Barisik on January 17, 2018.

A recent Deloitte survey indicates that only 40 percent of surveyed organizations feel that their corporate learning function is relevant and impactful in supporting employee development.2 Think about that; the primary responsibility of corporate learning functions is employee development, and 60 percent of organizations feel that theirs is falling short. Two factors may contribute to this perception.

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Embracing L&D’s evolving role: Less control, more influence

Posted by Dani Johnson and Jen Stempel on January 2, 2018.

In talking about and presenting BersinTM, Deloitte Consulting LLP’s latest research on High-Impact Learning Organizations (HILOs) over the past few months, we’ve seen real trepidation on the part of Learning & Development (L&D) professionals. Why? As it turns out, the research indicates that the majority of employee development is not under the direct influence of the L&D department. In fact, most of it is cultural and systemic in nature, leaving many of the more tactical, traditional practices of L&D less impactful than they may have been in the past.

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Becoming Simply Irresistible: Supportive management

Part 2 of 5

Posted by Josh Bersin and Burt Rea on December 18, 2017.

As our Simply Irresistible model1 shows below, there are five essential elements of employee success: meaningful work, supportive management, a humane work environment, growth opportunities, and trust in leadership. In this article (the second of five, you can read the first here), we’ll discuss the issue of management.

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Trends in global talent mobility

No longer just about managing expats, global mobility is key in realizing business and workforce strategies

Posted by Shannon Anderson-Finch and Ying Wang on December 06, 2017.

Like its fellow HR functions, global mobility has been impacted by broader market trends and is evolving to better meet the organization’s needs and those of the workforce. Its largely logistical, transactional role of the past has given way to a much more strategic and integral role in how the business attracts, develops, retains, deploys, and advances talent. In the first of our series on global mobility, we look at what’s driving the development of global mobility and introduce four global trends that are disrupting the mobility landscape, fueled by—and fueling—the digital age.

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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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