Employee Learning & Development Excellence - November 2022 by Excellence Publications by HR.com

NOVEMBER 2022 • Vol.9 • No.11 (ISSN 2564-2014)

THE FUTURE OF HR EDUCATION COMES WITH A SURPRISING TWIST - Dustin Stipanovich, VP, Engagement and Talent Acquisition, isolved

The State of HR Skills and Education in 2022-23 Sponsored by

Page 13 - 18

INDEX

Employee Learning & Development Excellence NOVEMBER 2022

Vol.09

No.11

(ISSN 2564-2014)

The Future Of HR Education Comes With A Surprising Twist Traditional education for HR professionals has shifted

- Dustin Stipanovich,

On the Cover

VP, Engagement and Talent Acquisition, isolved

Articles

Exclusive interviews

10 ‘Critical Thinking Is An Important Skill For HR Leaders Today’ Exclusive interview with Kelli Koschmann, Chief People Officer, Showpad

29 “Growth In The Flow Of Work” Is L&D’s New Mission Growth in the flow of work is crucial for businesses and people to achieve their ambitions - Nehal Nangia, Director, Research L&D, The Josh Bersin Company

37 Why Workplace Mentorship Is More Important Than Ever In 2023 A company can greatly benefit from employees who can lead, communicate, and interact effectively with their peers - Pankaj Srivastava, CEO, MentorCloud

22 ‘Learning Must Become Much More Personalized And Contextual’ Exclusive interview with Todd Moran, Chief Learning Strategist, NovoEd

43 Why Should Organizations Invest In Reskilling And Upskilling Now? Here are 4 reasons - Launia Terry,

Vice President, Corporate Talent Acquisition, Yoh/Day & Zimmermann

The State of HR Skills and Education in 2022-23 Page 13 - 18

Top Picks

INDEX

Upskilling HR To Meet The Future Of Work

HR staff and company leaders will need to upskill to meet the future of recruitment and retention - Cathy Koslowski, VP,

Solutions Consulting, Equus Software

6 People Leaders Share The Effectiveness Of Their L&D Programs

Adding value to employee experience and workplace culture - Brett Farmiloe, Founder and CEO, Terkel.io

Close The Skills Gap With Digital Credentials

Best practices to maximize the benefits of digital credentials - Bailey Showalter, Vice President, Talent

Solutions, Credly

Education Company Turns Its Strength Inward To Develop Remote Workforce

Learn how an employee-led virtual conference provided personal and professional growth for employees - Rosa Finelli, Executive Director, Learning and Development, Kaplan

areEmployee our Training & Development HowHow are our Learning & Development

Products and Services helping to make you smarter? SEP 2017 • Vol. 5 • No. 09

Training & Development Excellence - Monthly Employee Learning & Development Excellence - Monthly InteractiveLearning Learning Journal Interactive Journal This monthly interactive learning experience showcases effective, learner-centered technologies and content to facilitate the formal and informal transfer of the latest e-learning knowledge, information and skills in today’s workplace.

Training Development Virtual EventsEvents Employeeand Learning & Development - Virtual Learning and Development Virtual events events in in the theEmployee Training and Development track help trackstay helpon you on top of the latest development training, you topstay of the latest training, and development techniques and assessment techniques in order to assessment in order to maintain a competitive maintain a competitive edge in the marketplace. Develop edge in the marketplace. Develop your skills, concepts, yourattitude skills, concepts, changes, and gain and changes,and andattitude gain more knowledge to more knowledge to enhance performance. is enhance performance. Training is crucial Training for organizational crucial for organizational development its success development and its success which isand fruitful to both which is fruitful to both employers employeesSome of employers and employees of any and organization. any organization. Some important of training important benefits of training andbenefits development include: and development include: Increased productivity, Less Increased productivity, Less supervision, Job satisfaction supervision, Job satisfaction and SkillsEvent development. and Skills development. Each Virtual consistsEach of up to Virtual Event consists of up to 10 credit webcasts. 10 credit webcasts.

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EDITOR’S NOTE Editorial Purpose Our mission is to promote personal and professional development based on

Deepa Damodaran

Debbie Mcgrath

Editor, Employee Learning & Development Excellence

Publisher, HR.com

constructive values, sound ethics, and timeless principles.

Excellence Publications Debbie McGrath

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Director (Product, Marketing, and Research)

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Excellence Publications Managers and Editors

Employee Learning & Development Excellence Team Deepa Damodaran Editor

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What Is the Future of HR Skills and Education? Work, the workforce, and the workplace are evolving more quickly than ever. Seismic economic, political, and societal changes have contributed to a major shift in employees’ expectations from work. Every organization has been on a journey of reinvention, aiming to meet employee demands through processes, policies, tools, technologies—and innovative incentives. Moreover, with the increasing importance on employee experience, greater need to hire and retain employees, growing awareness of DEI, and positive organizational culture, HR’s role in the organization is more crucial than ever. HR professionals are taking note, and they are taking it seriously. However, traditional education for HR professionals will not be sufficient anymore to keep up with the demand from work, workforce and workplace. For HR professionals to understand trends and make strategic decisions, they need to be equipped with the skills and education that make them the HR experts that organizations need them to be. In this edition, read what HR and learning and development (L&D) experts are doing and how they are prepping themselves to stay relevant and also be able to lead their organization, from the front, toward success in the evolving world of work. Featured on the cover, this month, is Dustin Stipanovich’s (from isolved) The Future Of HR Education Comes With A Surprising Twist, where he discusses why the traditional education for HR professionals has shifted.

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In an exclusive interview, Kelli Koschmann, Chief People Officer, at Showpad, shares how she plans to invest in career development, why HR leaders have to be agile learners, which skills are most highly associated with professional success, and more. In another interview, Todd Morgan, Chief Learning Strategist, at NovoEd, touches upon what kind of investments should talent leaders make to modernize L&D, how learning professionals should assess their employees' training programs, how employee learning and development has changed since the Covid-19 pandemic, and more. Also, read Terkel.io Brett Farmiloe's article, where he lists down how 6 People Leaders Share The Effectiveness Of Their L&D Programs. Also featured in this edition is an exclusive research report, The State of HR Skills and Education in 2022-23 that explores the state of HR skills and education and investigate recent trends, gaps that might be present and areas of improvement, among others. That is not all! We bring you a handful of other insightful articles in this edition of Employee Learning & Development Excellence, and hope you find answers to your queries about employee learning and development that help you achieve excellence in our L&D initiatives. Happy Reading!

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COVER ARTICLE

The Future Of HR Education Comes With A Surprising Twist Traditional education for HR professionals has shifted By Dustin Stipanovich, isolved

he atmosphere surrounding the job market has changed dramatically in the last few years. Twenty years ago, the current climate would have been unrecognizable to both HR professionals and job seekers. It’s difficult to imagine, even five years ago, an ivy-league-educated candidate interviewing with their potential employer wearing a t-shirt in their apartment. Now, no one would even bat an eyelash at the idea. HR professionals are taking note, and they are taking it seriously. Employees have more choices than ever, so a good impression starts with the first contact with an HR representative of the company. According to research, 53 percent of employees, who applied for a new job in 2021, rated their experience as good with 33 percent attributing that to a streamlined process. Twenty percent said it was because HR kept in contact with them throughout the process. (HRT). Personal contact clearly matters. And that’s where traditional education for HR professionals has shifted. In the past, a class, a seminar, or further education might have seemed sufficient, but in today’s world employees expect more.

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Emotional Intelligence Shines Like Gold

In a post-pandemic world, people are more emotionally transparent and expect more from not only the companies they work and are applying to, but also from the representatives they have first contact with. Leading with emotional vulnerability and honesty may just be a skill that needs a bit of honing for HR reps that are used to leadership meaning leading with the appropriate, albeit insincere emotions, instead of genuine emotions. These “softer” skills may usurp traditional education in the future.

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The Future Of HR Education Comes With A Surprising Twist

like this requires a skillset that they are not equipped with, or that it will take extensive training. The fear of needing to become a data analyst is not something that will be required of them. But being flexible and willing to learn how people analytics can guide decision-making, is advantageous in and of itself.

Taking on a More Strategic Role

Commit to DEI&B as a Skill

Everyone appreciates a genuine effort to be better. Companies know that their efforts to give back to the world, protect the environment and be more inclusive, do not go unnoticed. Making a genuine commitment to hiring a more diverse workforce, striving toward pay, employment and job equity and being more inclusive matter to the satisfaction of employees and ultimately customers and the bottom line. HR representatives can take this on as their personal and work goals. Education resources in Diversity, Equity, Inclusion & Belonging (DEI&B) are abound and there is no shortage of ways to not only take classes, seminars, and similar opportunities, but to also be immersed in the surrounding culture to know what people are really doing and what they want. However, it can be taken one step further by going out and joining an organization, and volunteering with an ethnic or gender-diverse group that is outside of the HR representatives’ own group. Opportunities exist in the community and HR reps can make the effort to attend and learn.

These skills will help to transition from an administrative role to a more strategic position for HR representatives. In the past, HR may have been thought of as administrative, keeping track of paperwork, staying on target with laws and compliance issues, dealing with the hassle of hiring and firing and other seemingly clerical tasks. But organizations are beginning to realize that HR is the heartbeat of an organization. They know what is going on and with the help of people analytics data, they have concrete evidence to back it up. Learning how to incorporate data to make more strategic business decisions is the education of the future of HR.

Learning More from People

Lastly, there is no substitute for being a life-long learner and truly listening to people. HR representatives have the advantage of working in a living classroom every day. Observing people, being part of their lives and inferring work, leave, stress and mental health trends is an invaluable asset that most people inside organizations will never get the chance to see. Who is better equipped to know what employees want, where they struggle and what makes them succeed than the very people they depend on day in and day out to navigate those channels for them: HR.

Dustin Stipanovich is VP of Engagement and Talent Acquisition at isolved.

Conquer Digital Data

HR representatives no longer have to lean on educated guesses or spend time trying to figure out what the best moves are for the company. Contemporary HR has people analytics at their fingertips. HR representatives do not need to feel

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Best-in-Class Education For All Your Learning And Training Needs HR.com prepares HR leaders to be strategic business leaders by curating and delivering best-in-class products and services so you don’t have to waste time seeking out content on your own. We leverage technology and experience to provide you with customized solutions to best meet your professional development needs at every stage of your career. From on-demand to cohort-based offerings, below is a listing of virtual courses that will challenge and empower you by giving you the tools to drive innovation and success in your organization.

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Straight Talk with HR.com

‘Critical Thinking Is An Important Skill For HR Leaders Today’ Q&A with Kelli Koschmann, Chief People Officer, Showpad

Excerpts from the interview: “There is a great deal of followership in our world – everyone is looking at what everyone else is doing and if it is working well for them it becomes a “best practice.” Then, leaders are quick to adopt and apply that practice at their organization or they take the playbook that worked for them in their previous company and then try to repeat it. That is a risky business and critical thinking is a skill that HR leaders need,” said Kelli Koschmann, Chief People Officer, at Showpad. In an exclusive interview with HR.com, Kelli shares how she plans to invest in career development, why HR leaders have to be agile learners, which skills are most highly associated with professional success for HR leaders today, and more.

How do you plan to invest in your career development for the future?

Kelli: I’m a big believer in extracting the learning in every

situation. So on a daily basis, I am building in space to reflect on what I learned that day. I also build that space with my teams to reflect on what is working well and what is not, and on what we want to change about how we operate in the future. This builds the learning muscle on the job and we learn from one another. I am also energized by more formal learning opportunities. In any given week, I am either attending a webinar, meeting with other HR leaders, or taking additional courses. I also plan to attend 'HR Transform' this year and am beginning to explore my next certification goal.

HR leaders have to be agile learners. How true is it in the current world of work? Why?

Kelli: It is more true now than ever before! The scope of HR

leadership has grown exponentially even in just the last couple of years. We are now focused on leading the redesign of work in the “post pandemic” world, which means we need to let go of entrenched concepts and embrace experimentation and co-creation in new ways.

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Straight Talk with HR.com We are responsible for bringing mental health to the forefront, training leaders to be much more empathetic leaders, and teaching employees to embrace new habits in a hybrid world. Management by walking around and surveying your employees does not work anymore; you have to find ways to create supportive environments and connection moments for your team members. Many of us are also leading diversity, equity and inclusion functions at work and there is so much to learn, both as individuals doing our own reflective work and in helping to educate our organizations. There is a lot happening in our world and we need to embrace constant learning, and be open-minded, tuned in, and adept at change management.

Which skills are most highly associated with professional success for HR leaders today? Please substantiate. Kelli: Critical thinking is an important skill for HR

leaders today. There is a great deal of followership in our world – everyone is looking at what everyone else is doing and if it is working well for them it becomes a “best practice.” Then, leaders are quick to adopt and apply that practice at their organization or they take the playbook that worked for them in their previous company and then try to repeat it. That is a risky business and critical thinking is a skill that HR leaders need. HR leaders must analyze the business context of any given situation and think about where they are starting from, what the right approach/tool is for that organization – with consideration for priorities and values – and what impact is needed to drive that business forward. Data literacy is a key skill for HR leaders today. This includes everything from selecting and implementing the right tools and technology, to then leveraging the output to action. The ability to understand and analyze data and then create initiatives to act on the data is a critical skill. We have access to more and more data and the skill lies in being able to hone in on the data

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points that will enable us to drive change with the biggest business impact. Being excellent at assessing the right stakeholders to include in any initiative or project is essential to getting things done and actually adopted by the business. How many times have we seen HR teams spend months developing a program, and then when it is launched to the business, they are devastated because there was no adoption? The skill of being intentional about who your stakeholders are at the beginning of a project and defining how you will involve them in a project is key to the success of any people program. It ensures we are co-creating with business leaders and then we all own the success or failure of the initiative together. Coaching has become an essential skill for leaders, regardless of what functional area of the business they work in. People leaders need to lead the charge as skilled coaches and build coaching competency across an organization. People leaders can act as internal coaches to an executive team, noticing patterns and themes and creating space for courageous conversations at the executive level and beyond.

Where is the HR profession headed in the near future?

Kelli: For years, HR was fighting for a seat at the

table, whereas the pandemic threw HR leaders at the head of the table. Now that we are here, our role is shaping to be an advisor to the business, broadly. Top HR leaders will play a key role in being trusted advisors to the CEO. For the profession more broadly though, organizations are increasingly more complex, talent is dispersed, and people are re-thinking their values and relationship with work. As a profession, this is our opportunity to let go of entrenched and archaic frameworks and embrace employee listening, co-creation and re-designing work to focus on impact.

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Straight Talk with HR.com regular basis, I love to take advantage of the incredibly rich learning opportunities we offer at Showpad. Right now, we offer our organization access to Harvard Mentor Manager, which provides classes on topics including career management, coaching, global collaboration, and more. We also partner with LifeLabs Learning, which is a training organization that offers science-backed training on core management skills. We know that in today’s hybrid world it is more important than ever to be constantly learning new skills because if you rely on old models of leading, you will not be an effective leader.

What sort of skill gap do you see in HR in the current scenario?

Kelli: I have seen a lot of HR folks dealing with so

We need to stop the debate about in-person vs. virtual vs. hybrid work. The bottom line is that talent is dispersed; the world is global and if we do not invest in being intentional about setting dispersed teams up for success and building healthy hybrid organizations, then we are hindering our collective success.

How have you been upskilling yourself over the past years?

Kelli: One of my top five strengths on the Strength-

finders survey is learner, so I am always seeking more learning opportunities. Over the last few years, I have obtained my coaching certification from the Neuroleadership Institute and also joined the People Leader Accelerator program and obtained my certification. I am super energized by learning and love to do so in a cohort model. In that model, you get to build your network, learn from peers, and practice with one another. These are examples of intensive six-month programs, which are not always feasible, so on a more

many issues for the first time ever, and since there is such a tight community in the field, the natural instinct is to share. So you will find that one generous leader shares their playbook for one scenario, and the next thing you know, 30 companies have followed it without thinking critically if that solution is actually right for their business. This points to a critical thinking skills gap in HR.

How have HR skill sets evolved over the years?

Kelli: The evolution I am most excited about is leveraging design thinking in HR. Instead of designing programs and initiatives within an HR team, co-creating with employees and leaders in the organization is much more fruitful. The ability to digest disparate data sets to bring insights to the business is becoming more possible and that enables us to know where to focus. Pair that focus area with design thinking skills and anything is possible.

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Special Research Supplement November 2022

The State of HR Skills and Education in 2022-23

Develop capabilities to lead organizations of tomorrow

INTERACTIVE

NOVEMBER 2022

Sponsored by:

ith increasing importance on employee

The following are the highlights from the study:

experience, greater need to hire and retain employees, growing awareness of

DEI, and positive organizational culture, HR’s role in the organization is more crucial than ever.

Most HR Professionals Are Also Highly Educated

make strategic decisions, they need to be equipped

Finding: The majority of HR professionals have a bachelor’s degree or higher

with the skills and education that makes them the

About two-fifths of HR professionals have a

For HR professionals to understand trends and

HR experts that organizations need them to be.

master’s degree (37%) and a sizeable proportion also have either a bachelor’s degree (32%) or an

In order to understand the state of HR skills and

associate’s degree (9%). Clearly, HR professionals

education and investigate recent trends, gaps

have a higher degree of education to gain formal

that might be present and areas of improvement,

knowledge in HR functional areas.

HR.com’s HR Research Institute recently conducted a survey, titled ‘The State of HR Skills and Education in 2022-23’.

STATE OF THE INDUSTRY RESEARCH

Finding: About two-fifths say they have an HR certification and PHR certifications are the most common

Though Most Agree HR Certifications are Important, Fewer Than Half of Respondents Do Not Have One

Survey Question: Management have you received? (select all that apply) Professional in Human Resources (PHR)

33%

SHRM-Senior Certified Professional (SHRM-SCP)

27%

Senior Professional in Human Resources (SPHR)

26%

SHRM-Certified Professional (SHRM-CP)

22% 13%

Other - write in Chartered Institute of Personnel and Development (CIPD)

Global Professional in Human Resources (GPHR)

5% 0

Certifications can lend credibility to HR

●● Professional in Human Resources (PHR) (33%)

professionals’ skills and may aid in their

●● SHRM- Senior Certified Professional (SHRM-SCP) (27%)

employability. However, just two-fifths (41%) of respondents say they hold HR certifications. Among those who say they do have an HR certification,

●● Senior Professional in Human Resources (SPHR) (26%)

however, the most common ones are:

STATE OF THE INDUSTRY RESEARCH

Most HR Professionals Consider Themselves as Experts or Proficient in Their Current HR Role Finding: Just under a third of HR professionals rate themselves as an expert in their current HR role and a further two-fifths say they are proficient

To learn more, we invite you to download and read the research report today:

The State of HR Skills and Education in 2022-23

Develop capabilities to lead organizations of tomorrow

When asked how HR professionals would rate their 30% rate themselves as expert, and a further 39% say they are proficient. While a majority consider themselves to have above-average capabilities,

OCTOBER 2022

own capability in their current role, we found that

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30% view their overall capability as competent, advanced beginner, or novice, indicating much room

Download Research Report

for improvement.

STATE OF THE INDUSTRY RESEARCH

Special Research Supplement

The State of HR Skills and Education in 2022-23 Employee Learning & Development Excellence • November 2022

For more information: 1.877.472.6648 sales@hr.com www.HR.com/epubs

The HR Research Institute tracks human resources trends and best practices. Learn more at hr.com/featuredresearch

TOP PICK

Upskilling HR To Meet The Future Of Work HR staff and company leaders will need to upskill to meet the future of recruitment and retention By Cathy Koslowski, Equus Software

he Great Resignation is set to continue well into next year, with PwC estimating that one in five employees will switch employers. Around 35% are looking to ask for a raise with pressure higher in the tech industry. Higher pay, more job fulfillment, and wanting to be themselves are a few reasons pushing workers to change jobs. However, those workers participating in the Great Resignation are not sitting on the sidelines. More than half switched their field of work rather than leave the workforce entirely. And many times, this goes beyond a paycheck. MIT Sloan Management Review found that 34 million workers left because of company culture or decision making. Oliver Wyman found that a tenth completed training for a new job. The reasons for this are complex and up to the individual. Still, in the same PwC survey, 30% said they were concerned about technology replacing their position, and 39% said they are not getting sufficient digital tools and technology training from their employer. This shows that the Great Resignation is not just about a paycheck. While money is still the top factor in a decision, job fulfillment and being one’s true self rank just behind. Employees are looking to work somewhere that has meaning to them, provides them

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with the skills to meet future demands, and offers a work-life balance that fits their needs. HR staff and company leaders will need to upskill to meet the future of recruitment and retention.

Create an Individualized Experience

To meet employees’ expectations, HR professionals need to start with the onboarding process. Employees are considering everything from pay to work structures to environmental, social, and corporate governance (ESG) commitments and they will have questions and requirements beyond the traditional scope of the role and compensation. They will want answers immediately and personalized to them. If a company can not or will not meet their requests, workers are more willing to walk away and will find a company that does. One way to address this is through individualized experience packages. They want to know they will have support throughout their journey with the company. For many, this might only pertain to salary and career growth. For others, this might mean more flexibility for caregiving, allowances for daycare, or better dependent coverage. Employees might be willing to give in one area to gain in another as long as it aligns with their priorities. With a diverse workforce that has multiple needs, traditional one-size-fits-all benefits packages are no longer applicable.

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Upskilling HR To Meet The Future Of Work

More than Benefits & Salary

Most of the Great Resignation has revolved around traditional individual needs: salary, work-life balance, work culture, benefits, and training. However, a company’s stance on ESG is increasingly becoming an issue for employees, especially younger employees. More than half of employees say that ESG issues are important in terms of a company’s transparency with 23% of employees saying a company’s commitment to environmental impact factors into their day-to-day work. These are increasingly important factors for employees, and HR professionals need to be able to address these concerns, especially through demonstrated actions by the company.

HR leaders need to leverage ERGs appropriately. They cannot be seen as an afterschool club or a symbol in the organization. They are also more than networking events or reminders about healthcare enrollment. They need to empower ERGs to set goals with company leaders and organize these groups with a layer of reporting and accountability. Sponsoring ERGs and ensuring accountability is an added skill for HR. As ERGs become more prevalent in companies, this will be a very desired skill to have.

Flexibility Is the New Standard

To help employees contribute on an individual level, HR departments need to appoint a senior leader outside of HR to help govern these programs. Employee resource groups (ERGs) are important ways to get employee feedback and get a sample of what matters to the organization in a variety of areas. Companies can also provide donation matching where they will match dollar amounts to a certain amount.

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This allows a company to be vested in the causes its employees care about.

Conversations for employees and HR departments are moving from in office or at home to flexible schedules and locations that meet an employee’s needs. The pandemic has shown how the need for caregiving has changed the employee landscape. Even for employees that want to be in the office full time, a health event with a family member might require the need to work from a different location for an extended period of time. Employees want this flexibility and to work for companies that provide it.

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Upskilling HR To Meet The Future Of Work

Flexible or remote work arrangements bring a myriad of compliance, payroll and tax issues for HR departments to manage, especially for HR professionals who previously only had to deal with in-state or bordering state requirements. If the requests are global, or crossing foreign borders, HR departments will need to dedicate global mobility teams to address these issues and manage them as they occur. They will be responsible for making sure travel arrangements can be made, collaboration and socialization tools are in place, and that payroll structures are aligned for local jurisdictions.

Balancing Quantitative and Qualitative Data Armed with more data about employees’ goals, work habits and values, and with company ESG goals, HR departments can better improve their operations. The team can gather data on who is using what services or who is being dispatched to what assignments and identify any gaps against goals for both environmental and social sustainability. The company can use this information to course correct and improve on its opportunities for employees.

Capturing, using, and interpreting this data will require upskilling the current HR team or bringing someone in with a data analytics background to keep a pulse on the data. As technology becomes a bigger touchpoint for employees, more data will be collected and analyzed. It can provide valuable insights into employee collaboration and engagement. It can also reduce time spent on low-value tasks through automation and self-serve applications.

Flexible Work, Flexible Technology

Technology should be in the service of human interaction, not a barrier to it. HR technology should be flexible to meet the needs of employees and companies. The pandemic has shown that the unexpected can happen. Being prepared with the right technology—one that is flexible and adaptable to employees—will future-proof your business and keep HR departments motivated and able to handle adversity. Changing work habits and requirements will only accelerate. This will include hybrid and flexible work as well as ESG issues. HR departments need to continually upskill their team members. As workers become and think more global, companies that might not have had an international presence will need to evaluate everything from taxes to labor laws to governance around sustainability issues. HR professionals are becoming the face of an organization in ways beyond traditional benefits and payroll. They are leading the digital transformation of a company, and companies need to equip them with the right skills and technologies to meet constant change in employee and employment trends and offerings.

Cathy Koslowski is VP Of Solutions Consulting at Equus Software. Cathy is an experienced global mobility professional, who has worked in all aspects of global mobility. Prior to joining Equus, Cathy spent 15 years at a Big 4 in the U.S., UK and Belgium in client service, mobility technology and as a chief of staff working on strategic projects.

However, do not overly rely on technology to provide collaboration and human interaction. Global mobility teams can use this for directional indicators about their employees or to provide easier ways to work. But it is important to balance this with actual interactions from global mobility and HR departments. Providing ways to connect in an inclusive way—many times in ways that technology cannot—is valuable for employees looking for more proactive ways to approach performance management, career development, and balance. Younger works are more in tune and inclined to this way of behaving.

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Straight Talk with HR.com

‘Learning Must Become Much More Personalized And Contextual’ Q&A with Todd Moran,

Chief Learning Strategist, NovoEd

Excerpts from the interview: “The growth of hybrid/remote learning is pushing companies to rethink and redesign their corporate learning offerings. Learning leaders are using various methods to transition learning to modalities designed especially for hybrid workers,” said, Todd Moran, Chief Learning Strategist, at NovoEd. In an exclusive interview with HR.com, Todd touches upon what kind of investments should talent leaders make to modernize learning & development, how learning professionals should assess their employee training programs, how employee learning and development has changed since the Covid-19 pandemic, and more.

How should learning professionals assess their employee training programs in terms of what to offer whom?

Todd: Organizations should completely rethink their approach to learning if they want to prepare for future work requirements. Today’s environment requires a much more agile learning environment aligned with the goals of the business and the learners. Learning must become much more personalized and contextual, if companies want to engage their learners and drive real impact on behaviors and performance. Companies need to create and deliver personalized learning at the scale that the organization requires and expects. Leaders, who take their cues from consumer technology experiences and the latest neuroscience research, can create more contextualized learning experiences for any size workforce. These experiences drive learner engagement, knowledge retention, behavior change and performance improvements, which have a measurable impact on the business.

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How has the approach to employee learning and development changed after the Covid-19 pandemic? Why? Todd: Since the pandemic began, 55% of companies

have had to pivot to require different or additional high-level skills from their workforce, according to our recent NovoEd survey. That should come as no surprise. However, what may be surprising is how many companies have not improved how they provide learning and development, at least in the eyes of their talent. Our survey shows that 42% of all employees feel their organization has not enhanced L&D over the past two-plus years. For middle managers and individual contributors, that figure rises to 51% and 50%, respectively. This suggests serious potential issues for these companies, if they are not empowering their future leaders with the skills and capabilities they need to collaborate and succeed in our changed workplace. Perhaps even more worrisome is that only 31% of all respondents feel their organization provides a great deal of support for learning new skills and expanding their professional capabilities and goals.

The World Economic Forum warns that by 2025, more than half of all employees would need to reskill or upskill in order to remain competitive. What is your take? Todd: In today’s rapidly transforming economy,

organizations are challenged to develop, upskill and reskill their employees to not only keep up but, ideally, to also surge ahead. This is a strategic imperative that involves understanding, where employees are skill-wise, recognizing where they need to be to thrive, and bridging that gap with strategic learning initiatives. Job functions and skills agglomerate or “cluster” differently than they did just five years ago.

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Agglomeration refers to work in both a physical and psychological sense. In terms of working arrangements, people freed from offices are working in close collaboration with others with disparate, varied and/or complementary skill sets; consider trends like fractional employees, job-sharing, platformmediated work and the gig economy, all of which mean work is no longer constrained to full-time arrangements in a strictly office-centered setting. Employees of different firms, working under different arrangements, are free to work alongside each other. The emergence of co-working arrangements (with social and residential counterparts) amplifies this movement.

As companies are adopting a digitalfirst environment, what sort of investments should talent leaders make to modernize learning & development? Todd: The growth of hybrid/remote learning is

pushing companies to rethink and redesign their corporate learning offerings. Learning leaders are using various methods to transition learning to modalities designed, especially for hybrid workers. These include events that encompass both in-person and virtual attendees, including mobile as a mode of delivery and increasing investment into blended learning experiences — synthesizing synchronous online, asynchronous online, and instructor-led classes into cohesive experiences.

How can leaders lead through these unprecedented times to build a continuous learning culture? Todd: In any organization, leadership’s top priority

is to motivate people to move in the same direction toward a shared set of objectives. Today, however, achieving that strategic imperative is more difficult when we are often not in the same room. When we asked workers if, since the pandemic began, they feel more connected to their organization when it comes to everyone working toward the same business goals, 54% of respondents to our survey reported feeling less connected than before.

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When we look at this data across job functions, it is revealing to note that senior managers are far more likely (65%) to say they feel more connected to their company and aligned with common goals. On the other hand, only 42% of both middle managers and individual contributors feel the same. By effectively cultivating a learning culture, engagement in learning programs increases and so does employee and organizational performance. To effectively nurture learning and curiosity in employees, engage with them in meaningful dialogue to gather feedback on current initiatives and to better understand their needs. Constantly connect with employees and listen to their voice as you build, implement, and change learning experiences. By doing so, companies cultivate a continuous learning culture and better engage workers through their learning journey.

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What have been some of the latest technologies that are making a significant impact in the L&D space? Todd: Learners are busier than ever and need tools

that accommodate both binge learning and sporadic learning (i.e. self-paced learning). In addition to accommodating sporadic learning, you also want your learning technology to be able to provide a scaffolded, sequenced learning experience. Modern learners may have short attention spans at times, but they also binge-watch hours of ‘Game of Thrones’. Let people fall deeply into a learning experience through sequences of rich or deep content and they will engage even more deeply with the content. Today’s platforms utilizing social learning can now be used to teach soft ‘behavioral’ skills. Activities, such as team assignments, group learning, discussion boards, peer feedback and coaching all contribute to the practical application and use of these higher-level skills.

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Utilizing collaborative social learning allows for the teaching of soft skills and higher-level skills, and in the modern working environment, collaborating virtually is becoming an increasingly important skill in the workplace. When employees work together virtually in cross-functional teams, they are also practicing the very online collaboration skills that they will need in their jobs and careers. Learning technology is not a solution in and of itself. Rather, it can be an enabler that enhances your learning experiences when utilized appropriately. However, the good news is that new breakthroughs in learning & development technologies now allow you to take advantage of and incorporate new learning strategies, as you face the task of preparing your employees for the future.

What are some critical areas that business leaders should focus on in the post-pandemic world when it comes to reskilling and upskilling?

so it should showcase your commitment to DEI goals and accomplishments with transparency. Explain why DEI is important to your organization, offer details about your DEI initiatives, and share statistics about your current workforce. If you have ERGs, talk about them, and include video testimonials from team members if possible. In addition, an AI-powered talent experience platform flags potential biased language in job listings, captures applicant flow data to measure equity and advancement, and reveals hiring gaps. Within the employee experience, a comprehensive platform surfaces employee resource groups, promotes internal events, and gauges employee sentiment around inclusion and belonging. Making progress toward DEI goals relies on humans at the helm of your organization, but technology must align with that progress.

Todd: Lomoting DEI initiatives has to include the

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technologies that support teams through the entire talent lifecycle. Your career site is a vital component that leaves a lasting impression on job candidates,

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6 People Leaders Share The Effectiveness Of Their L&D Programs Adding value to employee experience and workplace culture By Brett Farmiloe, Terkel.io

Here are six L&D programs and their effectiveness these HR leaders shared from their workplaces:

laborate on one of your successful L&D programs and how you accurately measure the effectiveness?

1. Seasonal Mentoring Program

To help you best measure the effectiveness of your learning and development (L&D) programs we asked HR managers this question for their best insights. There are several L&D programs discussed along with how best to evaluate their effectiveness to help add value to the employee experience and workplace culture.

2. Testing Training Program Before Rolling Out 3. Focusing on Behavior Change 4. Measuring the Benefits of On-the-Job Training 5. Transferring Skills in Carrying Out Everyday Tasks 6. Focus on Employee Development

Michael Alexis, CEO, TeamBuilding

1. Seasonal Mentoring Program

Our company started an intensive mentorship program to smoothen the onboarding process for seasonal hires and ensure quality performance from fresh, temporary team members. We measure the program’s effectiveness by soliciting feedback from mentors and mentees throughout the process and at the end of the quarter. We also monitor client satisfaction surveys and reviews to gauge how this L&D program ultimately impacts the customer experience.

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6 People Leaders Share The Effectiveness Of Their L&D Programs

example, one of our goals was to encourage more team collaboration. Next, we designed our L&D program to develop those behaviors, not just through delivering content, but also through practice, reflection, and discussion. Finally, we identified the criteria we would use to measure these behaviors.

Antreas Koutis,

Administrative Manager, Financer

2. Testing Training Program Before Rolling Out Last year, we implemented a successful L&D program that accurately measured the effectiveness of our training programs. The first step was to develop a comprehensive assessment process that included pre- and post-tests, interviews, and focus groups. We then piloted the program with a group of employees and solicited feedback.

Teresha Aird,

Chief Marketing Officer & HR Lead, Offices.net

4. Measuring the Benefits of On-theJob Training

Based on the feedback, we made adjustments to the program before rolling it out to the entire firm. We also established a baseline for measuring progress and set goals for each employee. Finally, we created a system for tracking individual progress and regularly assessing results.

We highly value on-the-job training, as it offers a number of advantages to both our employees and the business as a whole. For employees, on-the-job training provides an opportunity to develop new skills and knowledge in a real-world setting, whilst also helping to build confidence.

As a result of this program, we saw a significant increase in employee satisfaction and retention. Our training programs also became more effective and efficient.

This can be particularly beneficial for those who are either new to the industry, or are seeking to transition into a new role. For businesses, on-the-job training can be an effective way to boost employee retention and engagement.

Dean Kaplan,

CEO, The Kaplan Group

3. Focusing on Behavior Change

When designing our most recent L&D program, we wanted to move away from simply focusing on content and delivery. Instead, we wanted to focus on driving profound and enduring behavioral change that would have a greater impact on our organization. Our starting point was to define the desired behaviors we wanted to encourage. For

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When measuring the effectiveness of on-the-job training, it is important to consider a variety of factors, such as employee satisfaction, job performance, and retention rates. By taking a holistic approach to evaluation, businesses can gain insights into the overall impact of this type of training. It is also extremely important to use these insights to tweak and improve your approach, as old training strategies can quickly become obsolete in the face of changing practices.

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6 People Leaders Share The Effectiveness Of Their L&D Programs

Linda Shaffer,

Chief People Operations Officer, Checkr

6. Focus on Employee Development

The L&D program that we are most proud of is our focus on employee development. We strongly believe that employees are our most valuable asset and deserve the opportunity to grow within the company. To that end, we offer a variety of programs and resources to help employees develop their skills and knowledge. We also place a strong emphasis on feedback and performance management to ensure that employees are constantly growing and improving.

Tracey Beveridge,

HR Director, Personnel Checks

5. Transferring Skills in Carrying Out Everyday Tasks

One way to measure the effectiveness of your L&D program is to look at how well employees can transfer what they have learned in the program to their everyday work. Do they feel more confident in their abilities? Are they able to complete tasks more quickly and efficiently? By asking these sorts of questions, you can successfully measure the effectiveness of the programs and look at employee satisfaction levels. Are employees happy with the program? Are they engaged and motivated to continue learning?

To measure the effectiveness of our employee development programs, we track a variety of metrics including employee engagement, retention, and skills development. We also regularly solicit feedback from employees to get their perspectives on how the programs are working and what could be improved. Based on this feedback, we continuously improve our programs to ensure that they are meeting the needs of our employees.

Brett Farmiloe is the Founder and CEO – and currently CHRO - of Terkel.io. Brett is an SHRM Influnecer and has also been a keynote speaker at several state SHRM conferences around the topic of employee engagement.

The best way to gauge the success of an L&D program is to see how it impacts the bottom line. Has there been an increase in productivity and a decrease in customer complaints? If so, that can lead to an increase in sales and productivity overall. By looking at these factors, you can get a clear picture of whether or not your L&D program is having a positive impact on your business.

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November 2022

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“Growth In The Flow Of Work” Is L&D’s New Mission Growth in the flow of work is crucial for businesses and people to achieve their ambitions By Nehal Nangia, The Josh Bersin Company political, and societal changes have contributed to a major shift in employees’ expectations from work. Every organization has been on a journey of reinvention, aiming to meet employee demands through processes, policies, tools, technologies—and innovative incentives. L&D professionals have been charged with building capabilities across the organization while at the same time attending to their own self-development to respond to the relentless challenges. There is no doubt that L&D has risen to the challenges and driven the reinvention of the employee experience by adapting to remote work, buying new platforms, licensing fresh content, building skills taxonomies, experimenting with VR and AR programs, and exploring virtual cohort-based learning.

earning in the flow of work is failing to deliver the hoped-for employee and business outcomes. “Growth in the flow of work” is L&D’s new mission. Work, the workforce, and the workplace are evolving more quickly than ever. Seismic economic,

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L&D functions are building digital academies, online learning systems, and advanced media tools. These efforts complement physical corporate universities and enable learning in the flow of work, with practices and tools that allow learners to extract the information they need, when they need it, without having to interrupt their work processes.

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“Growth In The Flow Of Work” Is L&D’s New Mission

However, even though L&D professionals are moving faster than ever, things are changing so fast that they are struggling to keep up. For our latest research report, The Definitive Guide to Learning: Growth in the Flow of Work, we asked over 1,000 organizations about their L&D practices and 78% of organizations responded that L&D is one of their top C-suite level priorities. Yet, we studied 94 L&D practices in nine broad areas and found four out of five organizations are lagging in every area of L&D.

Learning in the Flow of Work

“Learning in the flow of work” was a novel concept in 2018. This year, we found most organizations focused on enabling learning in the flow of work. Yet only 12% of organizations are successful at it. Learning in the flow is about how people learn, but it should also take into account why people learn.

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This connection between the two is often missing. Learning should be a vehicle to enable both employee and business growth and that is where L&D departments need to focus their efforts. Organizations need to transition from a culture of learning to a culture of growth. If you don’t create opportunities for growth within the organization, employees will look for them elsewhere. Employee growth and career progression start with skill development. Learning organizations can help workers grow their potential by offering the right learning experiences and supporting people as they develop critical skills. It is then important to make sure employees have the opportunity to use and consolidate newly acquired skills, while at the same time building a talent pipeline for the organization.

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“Growth In The Flow Of Work” Is L&D’s New Mission

On the Road to Learning Maturity

At this level, organizations facilitate not just short-term career growth, but also enduring and equitable career growth. In many ways, this is the ultimate goal of L&D—not only to make someone more proficient in their current job, but also to help them advance and grow.

Level 1 organizations create and deliver a range of instructional content that is often mandatory, and compliance-focused. Structures and processes take priority over strategy and purpose. Level 1 focuses on programmatic training, and L&D organizations at this level operate as a structured teaching function. Their primary role is to create and deliver training programs and modules, and the core skill set of L&D professionals at this level is instructional design and content development.

L&D is in a great position to support growth potential, hand-in-hand with colleagues across the organization. Learning professionals need to forge deeper connections with the business, with talent acquisition, across functions in HR, with IT, and with skills and data architecture teams. It is time to synchronize priorities with workforce management teams to not just enable learning, but also facilitate growth in the flow of work.

As organizations grow in L&D maturity, they will be in a good position to outperform other organizations in critical business and talent outcomes, such as financial success, customer satisfaction, innovation, and employee engagement.

L&D organizations at level 2 move beyond formal training and focus more on supporting self-directed learning. There is more emphasis on the learning experience platform (LXP), which makes learning a “self-discovery” process for employees. At this level, L&D professionals build learning solutions to support talent strategy, as employees progress through major touchpoints in the talent management lifecycle. They support employee development by curating a wide variety of vendor-provided and internally developed content. At Level 3, the organization takes the self-directed learning infrastructure a step further by curating, designing, and integrating self-development assets within career paths, and providing specific skills development solutions. Learning at this level is tailored to support the development of critical business capabilities, tied to various business roles and functions, and leadership capabilities at all levels. Level 4 organizations translate learning into career growth, focusing heavily on highlighting clear career trajectories for people. They use talent intelligence systems to identify critical future skills and help employees develop those skills so that employees can have long-term and future-proof careers within the organization.

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Harnessing Workflow Learning for Growth

People learn daily, regardless of organizational L&D effectiveness. The game-changer is when an organization can tap into that learning to benefit the learner as well as the organization. Organizations at the highest level of learning maturity facilitate growth for their workers. These organizations have significantly superior talent and business outcomes. Enriching the broader capabilities of the workforce keeps people interested, builds confidence in their value to their employer, prepares them to take on more or different work and, crucially, prevents them from disengaging or leaving the organization. Right now, organizations increasingly need people to work on cross-functional projects. All employees need to be developed in multi-dimensional ways and all of their skill sets surfaced and be nurtured. The narrow focus on learning in the flow of work must expand, to encompass wider priorities supporting the growth of the company and its people.

November 2022

Nehal Nangia is Director, Research L&D, at The Josh Bersin Company.

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HRCI & SHRM ®

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Close The Skills Gap With Digital Credentials Best practices to maximize the benefits of digital credentials By Bailey Showalter, Credly

rganizations worldwide are seeking ways to build existing employees’ skills while anticipating future needs. Nearly 9 in 10 companies (87%) told McKinsey they face a skills gap or foresee one within the next five years. Most respondents said they are prioritizing skills more significantly within their organizations to try to keep up.

Traditional degrees do not demonstrate the skills — critical thinking, leadership, decision making and project management — most businesses neither see these as vital for employee development, nor do they account for future needs. Instead, we are seeing a rise in the popularity of skilled credentials. According to an SHRM survey, nearly half of U.S. workers have already earned a skilled credential, and another quarter is considering earning one.

Employers can future-proof their workforce by following employees’ lead and embracing digital credentials. Consider these best practices to maximize the benefits of digital credentials and minimize the skills gap in your organization.

Demonstrate the Value of Credentials

Most employees will not go out of their way to collect credentials “for fun,” so connect your credential offerings to role-related outcomes. Encourage your people managers to demonstrate how credentials complement talent management efforts, including project assignments, internal hiring processes and broader learning and development goals. As your organization builds a credential program, consider these questions: ●● What skills are/will be essential for your employees?

Credly’s own data reflects an increase in employerissued digital credentials recognizing on-the-job skills over the last several years. Skilled credentials provide verified evidence of competencies, enabling employees to show their professional development’s alignment with changing needs. A vast majority (68%) of workers say skilled credentials have helped them grow in their careers. And leaders said employees who earn credentials: ●● Perform better. ●● Grow in their roles. ●● Add value to the workplace.

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●● Have you identified and formalized role-specific training? ●● Do employees have insight into internal mobility paths? If you provide transparency as you build your credential program, employees will feel more included in the process — and are more likely to share their perspectives on learning and development. This collaborative approach invites employees to own their skills goals, and creates a shared sense of value around credentials.

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Close The Skills Gap With Digital Credentials

Encourage a Culture of Skills Recognition

Recognizing employee accomplishments — whether they completed a lengthy project or took the time to learn a new skill — helps workers and workplaces. According to Harvard Business Review, morale, productivity, performance, customer satisfaction and employee retention improve when managers regularly recognize employees’ efforts. How do digital credentials fit into employee recognition efforts? They increase the visibility of achievements by recognizing and rewarding employees’ participation in learning initiatives. Digital credentials also create opportunities for peer recognition and promote awareness of learning opportunities via a shareable visual representation of employees’ verified skills. Employees can share their achievements internally and externally on employee profile pages, email signatures, social media platforms and digital resumes. IBM’s Smarter Workforce Institute saw an increase in employee engagement after issuing digital badges, and employees sharing badges led to greater recognition of learning efforts.

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Integrate Skills Beyond Employees’ Current Needs

Tackling the skills gap requires more than meeting current needs — you must also anticipate employees’ future needs. Consider company, industry and broader labor market data as you build your credential offerings. For instance, how will the growing use of automation and AI affect specific job roles in your organization? What skills can you help employees develop now to ensure they adapt to working with and around those technologies? Offering future-fit training and development — supported by digital credentials as proof of learning — ensures your current employees will possess the skills needed to grow with your organization as business requirements and technology change. As you prepare for future needs, don’t neglect the timeless value of soft skills, which learning programs do not always reflect. Human skills, such as writing, interpersonal communication, project management and problem-solving will remain essential regardless of technological advancements. Offering digital credentials for technical and soft skills prepares your workforce to collaborate and communicate now and in the future.

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Close The Skills Gap With Digital Credentials

Acknowledge and Accept Third-party Credentials

Digital credentials include verifiable descriptions of the activities and knowledge necessary to earn the certificate, enabling learning and development professionals to incorporate third-party credentials into their organization’s learning and development programming.

Connecting skills to real-world outcomes, like internal mobility, can add transparency and foster trust with employees. And the visible, verifiable and shareable nature of digital credentials encourages a culture of skills recognition and participation. These characteristics offer a better approach to learning and development, no matter what the future holds.

Employees seeking more specialized skills may turn to third parties, such as software vendors, trade groups or community colleges, to bolster their abilities. Design your credential program to accept externally issued digital credentials. By doing so, your organization can validate skills your employees want and need without burdening your own growing internal training programs.

Bailey Showalter is Vice President of Talent Solutions at Credly, a business of Pearson, where she is focused on growth initiatives that help people connect to the right opportunity at the right time on the basis of their verified skills. Previously, Bailey led the Incubator Global Commercialization team at Indeed, where she brought new products to market

Incorporating digital credentials into learning and development efforts empowers organizations to close current skills gaps and future-proof employees. By planning for new needs and promoting the enduring value of soft skills, organizations protect themselves against industry changes.

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Why Workplace Mentorship Is More Important Than Ever In 2023 A company can greatly benefit from employees who can lead, communicate, and interact effectively with their peers By Pankaj Srivastava, MentorCloud

e are in the midst of massive generational shifts that are fundamentally altering how and why we work. The modern workforce is demanding a connection to purpose, a sense of belonging and an ability to make an impact beyond just the self. The remote and hybrid work environments are hampering the ability of managers and leaders to truly connect with their people and to understand their wellbeing and stay on top of productivity. This has led to a mass exodus of disengaged employees (The Great Resignation) to explore and seek more fulfilling opportunities elsewhere. So, how do leaders connect better and provide our people to find growth within our companies? Mentoring is one of the most efficient ways we can provide our people the ability to grow, keep them engaged, and drive higher levels of retention.

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Mentoring in the Workplace in 2023

Mentoring creates a meaningful partnership between colleagues to facilitate continued learning and growth, both on a personal and professional level.

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Why Workplace Mentorship Is More Important Than Ever In 2023

Developing skills, learning new things, connecting with others, and being challenged regularly is what will keep employees motivated in 2023. Even though it takes dedication and distractions can get in the way, a mentor can help guide, advise, and inspire others to attain their goals fasterl. Employees’ self-development, confidence, and career advancement can be accelerated by a mentor. However, the fact remains that only 37 percent of professionals have access to mentoring at work, even though 76 percent think it is important. Here’s what the stats say: ●● It’s estimated that 14 percent of mentor relationships start with someone asking another to be their mentor. Sixty-one percent of them develop naturally. ●● The employees who have mentors at work are naturally happier.

job satisfaction levels and makes them stay at the company longer. You’re probably wondering how this helps an organization. Obviously, highly motivated, and satisfied employees lead to higher employee retention rates in an organization. It is more important than ever to keep early-career millennials happy at work since they switch jobs twice as fast as new graduates did two decades ago. To protect human capital investments, workplaces need to make sure their employees’ intrinsic needs are met more vigilantly. ‍ entorship programs help employees build soft skills M too. In contrast to focusing on one particular area of expertise, an organization can create the kind of mentorship program that gives employees coping strategies and wisdom that will help them in their professional and personal lives. This can include but isn’t limited to: ●● Leadership

●● Sixty-nine percent of women choose female mentors, and 82 percent of men choose male mentors.

●● Strategic thinking ●● Communication skills ●● Workplace relationship navigation

●● A mentoring program is in place at about 70% of Fortune 500 companies. The bottom line is that jobs can be hard, and oftentimes, extremely stressful, and as an adult, it is not always easy to reach out and ask for help. Employee mentoring programs can help bridge that gap and mentees can help employees make critical career decisions and give them the tools they need to tackle challenges at work.

A company can greatly benefit from employees who can lead, communicate, and interact effectively with their peers. As a result, they can connect with their workplace in a much more meaningful way, knowing it’s more than just a job, but also helping them grow personally and professionally. In addition, it helps improve employee retention rates!

If employees have access to someone who has experienced similar issues, they are more likely to seek help before reaching a burnout point and leaving their job for good.

Pankaj Srivastava is the CEO of MentorCloud. A startup veteran, he is an entrepreneurial technology executive who pioneered popular revenue-drivers, such as security-as-a-subscriptionservice and helped scaled businesses across the world.

Benefits of Mentorship Programs for Organizations

Mentorship programs at work have obvious benefits, but organizational benefits are less obvious. Having mentorship programs makes employees feel more connected and supported, which increases their

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Education Company Turns Its Strength Inward To Develop Remote Workforce Learn how an employee-led virtual conference provided personal and professional growth for employees By Rosa Finelli, Kaplan

n today’s workforce, employees are seeking a variety of total rewards when considering their employment with an organization. Compensation, benefits, flexibility, and opportunities to do great work are at the top of the list for most candidates. Additionally, an organization’s commitment to employee development is becoming increasingly important to many and has become a differentiator for employees making decisions on where to work. For companies seeking learning and development strategies with limited resources, consider learning from an idea that we implemented at Kaplan.

The idea is to create opportunities in a forum for employees to share their expertise in a variety of areas with their colleagues, who would like to grow their knowledge and skillset in those areas. When the pandemic hit, like many other companies, Kaplan shifted its workforce to fully remote. This shift

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took some time and adjustment for employees at all levels. As teams settled into new dynamics and new ways of collaborating, the search began in earnest to innovate to replicate in-person experiences in these new fully online environments, to create strategies for engagement, communication, networking, collaboration, and productivity of our talented and diverse workforce. To support the transition, Kaplan’s Learning and Development (L&D) team began looking for ways to keep colleagues connected, engaged, and focused on their personal and professional growth. One idea was to recreate an in-person conference experience in this new virtual space and produce and host it entirely in-house to create an environment, where employees could focus on their professional development and find opportunities to collaborate and network. Here is our description of how we implemented this concept with the hope that others can learn from our experience and benefit from our key takeaways after our first two years.

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Education Company Turns Its Strength Inward To Develop Remote Workforce

For conference topics, our L&D team solicited feedback from company leaders and gleaned data from an annual employee engagement survey to best meet the needs of the organization. Four common themes emerged: Leadership, Technology, Business Essentials, and Employee Well-Being. These became the four conference tracks for all the conference sessions. The “big idea” was to tap into our talented employee pool, regardless of position, for our conference leaders to share their knowledge and expertise with their colleagues. This would be a conference by Kaplan, for Kaplan, which would promote the interpersonal connection, engagement, and collaboration that a virtual workforce needs. So we sent a survey to all employees, inviting them to suggest a skill area for a session that they would volunteer to lead. This offered employees at every level the opportunity to gain exposure in the company and give back to others by contributing to their professional and personal development. Employees responded with enthusiasm and we quickly filled our virtual conference with speakers. To provide additional leadership and career development opportunities, we recruited other employees to serve as producers for each session. Their role would be to support the presenter during each session, providing the rules of engagement and instructions in the session, managing the chat, launching polls and breakout rooms, sharing links to resources, and managing the Q&A time at the end of each session. This freed the presenters to focus on their content. In the lead-up to the conference, the L&D team hosted training sessions and answered questions from presenters and producers. The Develop U Virtual Conference (DUVC), as it came to be called, was a great success in its first year. Conference sessions included Full Rewards Package:

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Beyond the Pay, Getting Stuff Done: The Art of Time Management in the Workplace, Data Analytics: Telling Your Story with Data, and Designing Your Digital Portfolio. After our first year, we learned valuable lessons and key takeaways that we were able to use in our second year to help improve engagement and the attendance experience. First, attendees told us that the speakers and their topics were much more engaging when they shared personal stories and experiences. This helped to humanize the leaders and build connections with their colleagues. Rather than a lecture, the sessions became more of a conversation. To help with that process, it was best to meet with the speakers to share best practices and help draw out their personal experiences to share in their sessions. One of the unexpected benefits of the conference was that employees met others from different functions across the company, people with whom they did not interact in the normal course of business. In that sense, the sessions became a virtual water cooler, creating opportunities for remote employees to make connections with colleagues around the country. We also discovered that in large virtual meetings, we needed to use the breakout rooms to encourage engagement. Once groups of six to eight people were split into assigned groups, they were more inclined to speak with one another and ask questions. The breakout sessions would ask employees to share how they would solve a problem, address a scenario, or share their thoughts on or experience with a given topic. Speakers also strategically utilized poll questions to lead-off a session as an ice breaker and to gauge the level of familiarity that attendees had with their subject to help tailor their presentation. Polling also allowed speakers to pause and create breaks in the sessions to keep their peers engaged.

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Education Company Turns Its Strength Inward To Develop Remote Workforce

Aside from career development, we found that employees also were interested in self-improvement. Some of our most popular classes were in the Employee Well-Being category. Engagement level was high in sessions about cooking, yoga, mindfulness, managing anxiety, and portrait drawing. The 2022 conference sessions included 42 different presenters and were organized into the same four topics as our first year with the addition of Keynote Sessions featuring company leaders. Most speakers delivered their sessions twice to accommodate different employee schedules and time zones. Sessions were recorded and added to the learning management system so that employees could access them at any time after the conference. Additionally, closed captioning was added for all conference sessions. We promoted the conference more efficiently by utilizing internal corporate marketing channels such as video announcements. Quality control measures were instituted in partnership with our legal and compliance teams for session content. Links to the previous year’s recordings were provided as prework for sessions that were continuing on the same topic. Finally, an opening slide was created with instructions so that they could be shared on screen and less time was needed to explain the directions.

As a result, more than 800 employees enrolled this year, and based on the satisfaction rating from our surveys, they loved their sessions. We received a combined aggregate of 4.72 out of 5 (94.4%) satisfaction rating in our post-session survey responses. It is initiatives such as DUVC that set companies apart. When you invest in the development of your employees, they strengthen and broaden their skills, which in turn leads to a more engaged and productive workforce.

One of the most important distinctions we made this year was to align our DUVC conference topics with the competencies identified in our Individualized Development Plan (IDP) program. The IDP is a tool that fosters a two-way dialogue between leaders and employees to discuss strengths, opportunities, and career aspirations. This feedback is then used to document a plan for the employee to achieve their professional development goals.

Rosa Finelli is Executive Director, Learning and Development, at Kaplan North America.

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Employees then can support their own career goals by improving their skills in the specific areas they identified. Our Develop U organization-wide engagement strategy focuses on providing employees the opportunity to plan their professional development using a competency framework for all role levels across the organization.

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Why Should Organizations Invest In Reskilling And Upskilling Now? Here are 4 reasons By Launia Terry, Yoh/Day & Zimmermann

or many organizations, employee turnover has become one of the biggest threats to their long-term success and short- and medium-term productivity. The good news is that the Covid-19 pandemic, which fueled a spike in employee turnover across the board, is slowing down. The bad news is that turnover rates are not exactly following suit.

According to research from Gartner, total annual employee turnover in the U.S. is expected to jump by nearly 20 percent from pre-pandemic annual averages. While turnover may not be as high in the near future as some organizations have seen over the past two-plus years, employee flight remains a substantial risk for organizations of all sizes and across industries. To put that into perspective, a company with a workforce of around 10,000 employees, which typically sees a turnover rate of around 18 percent, would need to prepare for an additional 360 voluntary departures on top of what it would normally experience in any given year. Certainly, that’s a non-insignificant number of roles to fill in what is already one of the most challenging hiring environments in recent memory. When it comes to fighting turnover, it is often a two-pronged battle. Overcoming the inevitable turnover that all organizations experience is one fight, but the second – and more worthwhile battle in the long run – is preventing turnover in the first place. It’s

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a challenge that HR leaders and hiring managers have been struggling to solve for decades but especially since March 2020. Part of the solution to the battle against turnover begins with trusting your company culture and investing in your current workforce through dedicated reskilling and upskilling programs.

What Is Reskilling?

Reskilling a workforce includes providing employees with new skill training programs, offering them opportunities to grow their experience in new areas or specialties, and encouraging them to acquire new certifications somewhat outside their current area of expertise. Reskilling enables employers to extract more value out of their current workforce by building more diverse individual skillsets. It also allows employers, once individuals have acquired these new skills, to move them around interchangeably within their organization to fill a more pressing need. Additionally, reskilling shows employees that their organization sees a higher potential for them and is willing to help them achieve that potential by investing in new skill development. When an organization invests in its workforce in this way, it helps foster a culture where employees feel more engaged in their roles and are less likely to look elsewhere for work.

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Why Should Organizations Invest In Reskilling And Upskilling Now?

From providing training on new equipment or tools to encouraging and paying for employee leadership certifications, reskilling helps ensure that if there’s a role that needs to be filled, an existing workforce has the people in place to fill that gap competently. Reskilling properly means employers will not feel compelled to ask workers to take on a job for which they aren’t qualified, which often leads to higher levels of workplace stress and employee burnout.

What Is Upskilling?

When reskilling provides employee growth and development opportunities on a horizontal skill plane, upskilling helps workers improve their skills vertically. More akin to traditional career growth, upskilling includes providing employees with leadership training, current skill expansion or advancement, and new tools that make job tasks easier or more streamlined. Typically, upskilling is easier for an organization to pull off because the time it takes to absorb new vertical skills is shorter and more willingly embraced by employees. Because of that, it helps fill supervisory roles more quickly. However, upskilling may not be as impactful as reskilling when it comes to filling gaps across departments.

Why Should a Company Invest in Reskilling and Upskilling Now?

Most people who work in HR and talent management/ acquisition know the cost of losing an employee and having to find a replacement. While the Society

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for Human Resource Management (SHRM) says, on average, companies spend approximately 6-9 months of an employee’s salary to replace them, some studies say it could be up to 3-4x a position’s salary. And with turnover expected to continue at a higher rate than in years past, those costs could end up being devastating to a company of any size. So, why should a company invest in reskilling and upskilling to retain employees? Here are four reasons.

1. Investing in Your People is Easier and Faster than Hiring from the Outside

Too many organizations today are already dealing with what we at Yoh and DZConneX call a talent deficit. A talent deficit is when employers fall behind on filling their open roles, leading to an ongoing cycle where open roles create unfilled and unpredictable talent gaps – and eventually burnt-out employees – which leads to even more gaps when resignations occur. These shortages create costs and inefficiencies in the talent acquisition and management process, significantly inhibiting strategic business growth. As experts in recruitment and talent acquisition, we know that finding the right person for the right role, especially in an environment that increasingly demands higher-skilled workers, is getting more complex. Reskilling and upskilling an existing workforce is simpler and quicker than trying to fix a talent deficit with no plan for breaking that cycle.

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Why Should Organizations Invest In Reskilling And Upskilling Now?

2. Providing Opportunities for Growth and Skill Development Breeds Company Loyalty

A majority of employees want to improve their professional skills and advance in their careers. Research from PwC found that 77 percent of workers are ready to learn new skills or completely retrain, while 74 percent say upskilling is the personal responsibility of each worker. Investing in a culture of continuous learning – and giving employees the time to reskill and upskill at their own pace during the workday – shows employees that their company cares about their growth. Giving people reskilling opportunities and allowing them to try new roles, responsibilities, and tasks that interest them helps prevent burnout and keeps workers more motivated. Additionally, a robust skill development program can also help with those ongoing recruitment efforts.

3. Reskilling and Upskilling Foster a Culture of Advancement and Growth

By creating a culture where workers are encouraged to build new skills that align with their interests or talents, an organization can more easily identify where investments in outside talent make the most sense. For example, if a skilled nursing facility is having difficulty training nurses on a specific treatment, it may show that instead of hiring more general nurses, talent acquisition efforts should instead switch to pursuing individuals who have expertise in that specific treatment and can train others on how to implement it. The current hiring environment is unlikely to change anytime soon. Those organizations who are struggling to fill open roles and retain existing employees may not find any reprieve in the near future if they don’t shift their thinking. Today, it’s never been more important to adopt a reskilling and upskilling program to help fill existing talent gaps. Working with a talent specialist can help an organization see where these types of programs may work best and where greater investment in talent acquisition may be necessary.

Every company wants a workforce that is happier and more motivated. With a skill development program that helps employees see how the acquisition of new skills can advance their careers, organizations can foster a culture where more people have the desire to learn and grow. It can be a delicate balance, but providing reskilling and upskilling opportunities can be a motivating factor for workers. When they see the benefits of learning, employees are more likely to work harder and be more dedicated to the work they’re already doing.

Launia Terry is the Vice President of Corporate Talent Acquisition at Day & Zimmermann. In her role, Launia serves as the initial contact with job candidates who are looking for employment and helps connect them with new roles that fit their experience and skillset. She recruits individuals who have worked in the engineering, munitions, recruiting and defense industries.

4. Creating a Talent Development Program Helps Identify Where True Skills Gaps Lie

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Encouraging the workforce to build new skills or further enhance the skills they already possess has fairly self-evident benefits. By building more skills, people are more skilled. Simple enough. However, what happens when an employer discovers that its reskilling or upskilling efforts related to a specific position or competency just aren’t working? What if an employer finds out that there aren’t any internal tools available to develop a specific skill?

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