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The article "Lead From Anywhere" emphasizes the importance of demonstrating leadership regardless of one's formal title within an organization. It highlights the value of cross-functional collaboration, situational awareness, organizational IQ, intentional relationship-building, creating opportunities for others, and being a continuous learner and teacher. By embracing these principles, employees, especially talent development professionals, can effectively lead from any position within the organization and contribute to achieving shared goals. [Extracted from the article]

The article discusses the dynamic between quiet and loud cultures in the workplace. It explains that while some individuals are naturally assertive and vocal about their ideas, others have been taught to be humble, listen to others, and keep their heads down. The article highlights the challenges faced by individuals with quiet culture traits in Western corporate workplaces, where loud behaviors are often rewarded. However, it emphasizes the importance of valuing and honoring the strengths of quiet culture professionals, as their balanced approach can contribute to better business outcomes. The article also provides tips for advocating for oneself in the workplace. [Extracted from the article]

SPS Commerce, a fast-growing tech company, has implemented a personalized career development program for its employees in order to engage and empower them. The program focuses on three key roles: the employee, the manager, and the organization. Through a six-week learning journey, participants reflect on their strengths, values, and goals, and develop a one-year career road map. The program has been successful, with participants reporting increased clarity, confidence, and skills in critical career development areas. SPS Commerce is committed to investing in employee development and empowering its workforce without compromising on business growth. [Extracted from the article]

The article discusses the potential of artificial intelligence (AI) in the field of talent development (TD). It emphasizes the need for understanding the capabilities and limitations of AI and the importance of actively shaping its application in TD. The article explains the two broad categories of AI: generative and nongenerative, and highlights their strengths and weaknesses. It explores the various ways in which generative AI can be integrated into talent development, such as automating tasks, personalizing learning experiences, and providing performance support. The article also addresses the challenges and ethical considerations associated with AI integration and emphasizes the necessity of continuous learning and experimentation in this rapidly evolving field. [Extracted from the article]

The article discusses the importance of benchmarking talent development data against industry standards using the Association for Talent Development's (ATD) 2023 State of the Industry report. It emphasizes the need for TD professionals to improve their abilities in data and analytics, as only 25% of respondents considered themselves experts in this area. The article provides a step-by-step guide on how to collect, benchmark, and present data, including information on staffing, content/delivery methods, expenditures, and learning hours. It also highlights the importance of comparing data to industry averages and tailoring the presentation of data to suit the preferences of company leaders. [Extracted from the article]

This article discusses the importance of a 90-day leadership assimilation plan for new leaders in organizations. It emphasizes the need for a strong partnership between the talent development team and hiring managers to support the success of new leaders. The article outlines a 10-point plan that includes clearly defining the new leader's role and business situation, delivering an organizational announcement, engaging an executive coach, building critical relationships, targeting early wins, providing resources and support, focusing on team alignment, encouraging open communication, and providing ongoing support and care. The article highlights the importance of collaboration between talent development and hiring managers and the need for self-awareness, adaptability, effective communication, and willingness to learn for new leaders navigating challenges. [Extracted from the article]

This article provides productivity hacks for talent development professionals who often struggle with managing their time effectively. The author suggests focusing on completing one task at a time and breaking down larger projects into smaller, manageable pieces. They also recommend organizing to-do lists into columns labeled "working" and "done" to track progress. Additionally, the article advises managing email overload by quickly responding or deleting emails and scheduling dedicated time to work through the to-do folder. Finally, the author emphasizes the importance of productive meetings with clear outcomes and the use of parking lots for unrelated ideas. By implementing these strategies, professionals can increase their productivity and achieve valuable results. [Extracted from the article]

Avital skill for modern leaders is the ability to influence upwardly to drive initiatives and strategic goals. Leaders having clarity about what aspect of their work or behavior may stress their manager is also important. The completed work benefits the employee, the manager, and hopefully others in the company. Encourage leaders to meet with their manager to identify the manager's goals as a way for leaders to connect their work with the work happening above them. [Extracted from the article]

In the article "Follow Your Compass: This Is Strategy: Make Better Plans," Seth Godin redefines strategy as a compass that guides individuals towards a better future, rather than fixed destinations. The book explores four main threads - time, games, empathy, and systems - that can influence personal direction and planning. Godin emphasizes the importance of identifying elegant strategies to navigate complex systems effectively, encouraging readers to be open to walking away from default strategies for better outcomes. [Extracted from the article]

According to a report by American Student Assistance, offering internships and apprenticeships to high school students can benefit both companies and students. The report states that the majority of employers cited giving back to the community as an important reason for offering internships, while others mentioned helping students gain skills and exposing them to careers they may not have otherwise considered. Participating employers also reported that high school interns have strengthened their talent development and diversity initiatives. However, the report found that internships exclusively for high school students are rare, with only 5 percent of available internships being for high school students. The main barriers to offering such programs are determining suitable work, attracting qualified interns, and scheduling around students' availability. [Extracted from the article]

Also in this issue"Talent hotbeds are mysterious places, and the most mysterious thing about them is that they bloom without warning."This book is both scientifically interesting and applicable to talent development. The real-life examples are inspiring, and it is a book that will help you coach others while experiencing coaching yourself. —Elizabeth KohlerPHOTO (COLOR) [Extracted from the article]

FROM OUR AUTHORSWhat's on Your Bookshelf?Grant encourages readers to let go of comfortable assumptions and question what they think they know. Grant also demonstrates, using recent studies, how inaccurate people can be in judging their own competence and understanding. People in our field can benefit from his wisdom by gaining insight into helping others let go of comfortable certainties and open up to new ideas and possibilities.PHOTO (COLOR) [Extracted from the article]

Human Competence by Thomas F. GilbertArguably the seminal work on what has become human performance improvement, this book contains more key ideas and models than most people can apply in a career. Gilbert, with a background in instructional systems design, not only recognizes that training is unlikely to deliver optimal return on investment, he is also the most compelling voice for shifting the talent development focus from behavior to the valuable products of behavior.PHOTO (COLOR) [Extracted from the article]

FROM OUR AUTHORSWhat's on Your Bookshelf?"Writing a KM strategy is going to require a lot of thinking, a lot of discussing, a lot of socializing of ideas, and a lot of input."Designing a Successful KM Strategy: A Guide for the Knowledge Management Professionalby Stephanie Barnes and Nick MiltonThis is an excellent book that offers guidance on designing and implementing effective knowledge management strategies tailored to organizational needs. Talent development professionals can learn how to align KM initiatives with business objectives and drive value through knowledge sharing.PHOTO (COLOR) [Extracted from the article]

According to a report by ATD Research, only 14 percent of talent development professionals rate their organization as excellent at measuring the effectiveness of learning programs. The report suggests that there is room for improvement in this area, and highlights the importance of a learning data team and a measurement and reporting strategy. The article also discusses the benefits of assembling a team for learning analytics, rather than relying on a lone data scientist. Additionally, the report emphasizes the need for talent development professionals to engage with data in order to drive decision making for better learning outcomes. [Extracted from the article]

Now that most workplaces are moving to a hybrid setup, I'm seeing HR and TD add in some new, hybrid-specific KPIs, such as: • Productivity by location (Find ways to measure, other than gut feeling, whether people are more productive working at home or at the office.) Between the company's culture friction priority scores on the leading indicator side and its eNPS and maybe turnover data on the lagging indicator side, you should have all the KPIs you need to share with the management team on a regular basis. [Extracted from the article]

A book offers added visibility beyond articles and blog posts and makes you the expert that quite literally wrote the book on your topic. For instance, you may grant one-time publication rights (which enables you to repurpose the article in other publications), first rights (the publication is the first to publish the content, but you can otherwise publish it in other places afterward), or exclusive rights (in which case you may not use the content for another publication). If your article gets accepted for publication, you'll likely get suggestions and recommendations from the editorial team about making your article stronger and more appealing to the readership. Be sure to ask permission from the publisher before reprinting the article; some publications allow you to order reprints. [Extracted from the article]

Regardless of where your talent development function is with mentorship in your organization - formal, informal, neither, or both - you can apply DEI by asking the right questions to augment what you are already doing well and address possible gaps. Case in point CULTURAL AWARENESS AND INCLUSION The key to creating and supporting positive cultural shifts based on embracing diversity, equity, and inclusion is to be intentional every step of the way. We intentionally applied a DEI lens to mentorship from the beginning and throughout the program development life cycle. [Extracted from the article]

The article discusses the concept of applying a product-led mindset to talent development in order to create more engaging and effective learning experiences. A product-led approach prioritizes user-centric experiences, data-driven decision making, and iterative improvements based on user feedback. By harnessing data analytics and emphasizing user-centricity, L&D professionals can adapt to evolving business needs and improve organizational efficiency. The article provides guidelines for adopting a product-led mindset, including identifying core L&D tasks, considering both functional and emotional aspects of learners, and personalizing learning experiences. The results of applying a product-led mindset include a more agile and productive workforce, cost savings, and improved employee growth, engagement, and job satisfaction. [Extracted from the article]

According to an article in TD: Talent Development titled "Painting a False Picture," a survey conducted by ResumeLab found that 71 percent of US workers admit to lying on their resumes. The study defines "frequently" as lying more than twice, and 37 percent of respondents fall into this category. The most common lies include embellishing job responsibilities, lying about job titles, and fabricating the number of people managed. The article also mentions that 76 percent of workers lie on their cover letters. The article concludes by offering tips for job seekers to improve their application materials and increase their chances of landing a job. [Extracted from the article]

This article explores the insights of two award-winning professionals in the field of talent development (TD). Joselito Ereño, the manager of HR development at the Ayala Foundation in the Philippines, emphasizes the importance of learning opportunities and resources in overcoming challenges. He believes in the potential of all individuals and advocates for lifelong learning and diversity in TD programs. Keith Lillico, an associate director of global L&D for a pharmaceutical manufacturer, highlights the significance of having a supportive network and being a disruptor in the industry. Both professionals emphasize the importance of knowing one's strengths and seeking help when needed. [Extracted from the article]

Apple Federal Credit Union and Qisda have implemented job rotation programs that have proven successful for their organizations. Apple Federal Credit Union's program, called Having Other Paths and Perspectives (HOPP), allows employees to transfer to different areas within the organization and gain experience outside of their current roles. This program has helped retain employees, strengthen the talent pool, and create contingency plans for unexpected absences. Qisda's job rotation system enables supervisors with at least five years of tenure to pursue position rotations, resulting in a talent pipeline with impressive results. Both organizations have seen positive outcomes from their job rotation programs, including high retention and promotion rates. [Extracted from the article]

This article discusses two companies, Western & Southern Financial Group and Infosys BPM Limited, and their initiatives to upskill their employees. Western & Southern Financial Group has developed a tool called Skill Sensing, which allows associates to identify their skills and rate their proficiency, interest, and enjoyment in each skill. This tool helps managers gain insights into their associates' skills and evaluate their proficiency. Infosys BPM Limited has implemented the Talent Assurance Program (TAP), which helps employees acquire the necessary skills for different roles within or across domains. TAP offers two learning paths: role essentials and domain role readiness. Over 5,000 employees have completed TAP and have shown improvement after the program. [Extracted from the article]

This article discusses the benefits of learning from award-winning companies in the field of talent development. The article highlights the recipients of various awards, including the ATD's 2024 BEST Awards, Excellence in Practice Awards, and Advancing Talent Development Awards. The winners represent a diverse range of companies, both small and large, and cover a wide range of topics such as performance management, succession planning, certification, and women in leadership. The article encourages readers to explore the insights and ideas presented in the article to improve their own talent development practices. [Extracted from the article]

This article, titled "Downsizing Doldrums," discusses the often overlooked challenges faced by employees who survive company downsizing. The author, Beverly Kaye, explains that these employees may experience survivor's guilt, low morale, job security concerns, and burnout from increased responsibilities. The article emphasizes the importance for employers to address the needs of these employees, as neglecting them can lead to decreased engagement, higher turnover, and lower productivity. Kaye provides suggestions for talent development professionals to support and retain these employees effectively. [Extracted from the article]

"Interviewology: The New Science of Interviewing" by Peggy Swigart explores the flaws in traditional interviewing processes and offers a scientifically verified assessment to improve interview behaviors. The author identifies four basic interviewing styles: the charmer, the challenger, the examiner, and the harmonizer. Each style is explained in everyday language, and the book provides specific examples and useful tables and graphics. The goal of the book is to help interview participants understand their own interviewing style and adapt to different styles they may encounter. [Extracted from the article]

Abe Joseph, a Change Capability Manager at PwC, discusses his transition from accounting to the L&D field and his passion for teaching. He is involved in developing PwC's L&D initiatives, creating badge curriculums, writing manuals, and mentoring junior staff and students. Joseph also emphasizes the importance of time management and addressing challenges related to geographic diversity in his multinational team. He leads by example in enhancing company culture by focusing on building relationships and promoting individual growth. For up-and-coming L&D professionals, Joseph advises raising one's hand and inquiring, while also excelling in their current roles to gain experience and allies. [Extracted from the article]

The article discusses the importance of creating and maintaining a well-structured and fully integrated wellness program in organizations. The author emphasizes that corporate wellness initiatives often fail due to shifting priorities, lack of enthusiasm from leaders, or not meeting the needs of employees. The article highlights the need for a holistic approach to wellness, including physical, mental, career, financial, and relationship well-being. The author also suggests that the talent development team can play a role in fostering a culture of wellness over time. [Extracted from the article]

Simulation-based training (SBT) is a practice-based method used for leadership development initiatives and can help individuals gain expertise in a particular domain. Best practices The sidebar provides definitions associated with the evidence-based best practices essential to designing and implementing effective simulations that foster learning and transfer of training to the job. The research also found that practice-based methods are particularly important for leadership training in comparison to information- and demonstration-based training methods in isolation. [Extracted from the article]

JOBS, BUSINESSES, COMMERCE, AND BUDGETS ARE IN LIMBO. As a result, many companies are engaging in cost-cutting initiatives, which has a downstream impact on learning budgets, requiring talent development functions to do more with less. It is ironic that, in times of crisis, companies trim budgets just when they should be increasing them to support employees and leaders as they cope and deal with the challenges ahead. Perhaps it is because managers are not well trained, staff don't have clear processes documented for their jobs, or many employees believe their job is just a job and not something that is helping them build a career. [Extracted from the article]

Consider these possible prompts: • Name three reasons you should rethink the TD team's project charter or training intake process. • What sequence of events has the TD team required in its business processes that you could rethink or streamline? • Compile a short list of the most qualified and well-respected employees whom the TD team could leverage and introduce to new hires as a mentor or coach without any added training cost. Using some of the self-imposed constraints above, what new approaches is the TD team open to exploring further?. [Extracted from the article]

Just when some organizations thought they may have a handle on the impacts of COVID-19, others have begun to recognize deeper problems recently emerging. Without an effective succession planning strategy, those organizations also will find themselves woefully unprepared for the shortage of a key resource: knowledge. The unfortunate truth is that most organizations simply don't know how to implement succession planning and knowledge management effectively. [Extracted from the article]

In a pre-pandemic world, the sense of urgency for an organization to engage in any digital transformation initiative or endeavor was moderate at best because all was going relatively well businesswise and because change and transformation are as difficult as they are scary. The DigitAll360 team has developed a three-part approach for a successful and effective digital transformation initiative: Put people at the center of the process. That approach requires a forward-looking skill- and competency-based process that realigns employees with tasks and roles and that the TD function applies from recruitment and onboarding all the way to continuous development and lifelong learning. [Extracted from the article]

A big part of succeeding in a career shift is helping hiring managers connect how you can apply your transferable skills to your next role. Even though those jobs are completely different, similar skill sets apply: preparation, communication, empathy, and feedback. Career gps MY CAREER Are you one of the people thinking about changing jobs as part of the Great Resignation?. [Extracted from the article]

Meeting learners' needs With constant learning, employers can eliminate many of the problems around reskilling, upskilling, and learning inclusivity, because learning is solving them. When employers give every employee access to paths for advancement and growth, the results also advance the company through enhanced productivity, lower attrition rates, and lower burnout. To do that, a personalized learning solution focused on coaching must deliver the data - such as behavioral assessment results - that's necessary to understand an employee's current state regarding their skills and learning needs. [Extracted from the article]

Career enhancement L&D professionals need to meet their own professional development to ensure they are best equipped to help others meet theirs. We joined a larger WhatsApp group of L&D professionals and from there, Jessie Elisberg started a smaller group of study buddies who met on a regular basis via Zoom for several months to discuss specific learning topics and session takeaways. Career gps MY CAREER Informal learning networks can be valuable for L&D professionals to advance their careers, support work transitions, improve performance, and develop additional skills. [Extracted from the article]

Although hundreds of companies apply for the Association for Talent Development's Excellence in Practice Awards, only a fraction receive the honor. [Extracted from the article]

The Association for Talent Development's research report The Future of Work: Technology, Predictions, and Preparing the Workforce found that only about half of all companies have made formal efforts to discuss or plan for the future of work. Another way BEST winners help drive future business success is by building formal succession plans for key roles and developing and advancing selected employees in the succession pipeline. [Extracted from the article]

MY CAREER As the field of customer education emerges alongside fast-moving SaaS businesses and technology companies, talent development professionals find themselves exploring careers in the field. Customer education's role Today's customer education function is relatively new, growing alongside the emergent customer success field. Reaching customers at scale Customer education audiences range from prospects evaluating a product to new customers getting their bearings to experienced customers looking to increase value or build their careers. [Extracted from the article]

According to the Association for Talent Development's 2023 Leadership Development: Preparing Leaders for Success whitepaper, 78% of talent development professionals are likely to make changes to their leadership development activities or programs. This issue of TD magazine focuses on the elements of leadership development programs that are not working and suggests alternative approaches to increase their impact. The cover story discusses the benefits of vertical development, which is an underused form of development that can greatly enhance leadership development efforts. Additionally, the magazine highlights the importance of using effective learning methods for leadership development, as not all methods are equally effective for all skills. [Extracted from the article]

The article titled "Commit to Future Leaders" emphasizes the importance of developing strong leadership competencies in order to prepare organizations for the uncertain and complex future. The authors, Annette Cremo and Tom Bux, suggest that succession planning should be grounded in an organization's values and vision, and should be incorporated into the overall strategic plan. They recommend defining key positions, identifying necessary skills and competencies, and assessing areas of weakness within the company. The article also encourages talent development practitioners to identify potential candidates for key roles and determine how to support their growth and development. [Extracted from the article]

According to an article in TD: Talent Development, achieving gender pay equity will take more than a century, based on the World Economic Forum's Global Gender Gap Report 2023. The report states that the global gender pay gap score increased by just 0.3 percent from 2022, and at that pace, pay equity won't be achieved until 2154. Iceland holds the top spot with a 91 percent score, while the US ranks 43rd at 75 percent. The article emphasizes the need for companies to take action to accelerate progress towards gender parity. [Extracted from the article]

This article discusses the increasing presence of artificial intelligence (AI) in various industries, including talent development. The author emphasizes the importance of understanding AI and its potential impact, both positive and negative. The article presents the benefits and drawbacks of AI applications in talent development, such as script writing for videos. While AI cannot replace human expertise, it can help streamline work processes and increase efficiency. The article encourages readers to embrace AI and become active participants in shaping its narrative and applications. [Extracted from the article]

The article offers information on the accessibility needs required designing a training program. Topics discussed include information on the practical challenges to accessible training programs; discussions on the several accessibility compliance mistakes done by the employee; and the information on the impacts of technological innovations on the accessible training.

The article discusses ideas for business organizations on how to build and expand their digital compentency to be prepare for the ongoing digital transformation. The pressure faced by several traditional companies such as financial, insurance and real estate on how to effectively reinvent the way they operate to keep with the trend is discussed. The need for such industries to invest in talent development to improve competencies for the required future roles is also emphasized.

The article offers information on the exhibitors at the ATD 2019 International Conference & Exposition. 360Learning is connecting leaders to learners. Acumen Learning was founded by authors Kevin Cope and Stephen M.R. Covey to teach leaders how to be business leaders. Alliant International University is a private, graduate and undergraduate university, which is aimed to prepare students for professional careers.

The article discusses how to build a strong reinforcement program for talent development. A strong reinforcement program which is focused on results, but has no learner participation, does not create lasting behavior change or impact in an organization. To encourage behavior change, it is advisable to generate awareness, knowledge and skills, and application. Learners need to understand the importance of change and the importance of mastering new knowledge and skills.

The article discusses strategies that can be utilized by senior leaders and talent development professionals in the federal government to prepare high-potential employees (HIPOs) to successfully climb to high-level leadership positions. In the process of building a strong political defense, HIPOs need to prioritize relationships they need to develop. As suggested, the HIPOs must establish their own timelines for reaching goals using the information collected.

Adaora Otiji, the Chief Learning Officer at the DC Department of Health, has developed a successful blended learning program to enhance the knowledge of public health employees. The program provided free training, resources, and certification to 150 employees, bridging the gap in their public health knowledge. Otiji's work serves as a model for other public health agencies in the United States. She emphasizes the importance of learning in creating space for reflection, self-awareness, growth, and innovation. Otiji also highlights the essential elements of talent development, including strategy, culture, and communication. She enjoys offering new perspectives to people and coaching them towards success, constantly incorporating new tools and research in her work. Her advice to up-and-coming L&D professionals is to chart their own course and not let others' lack of vision hinder their progress. [Extracted from the article]