Taking a more personalized approach to learning is allowing companies to become much more agile in how they address skill gaps. There is a lot that goes into personalization, but ultimately, it can deliver much, much more. There are simple elements, like aligning the learning opportunities presented to employees with key information about them. Are they in a technical role? Or are they more in need of soft skills? What is their experience level? Their background? By pulling together everything we know about learners, we can deliver them what they need, rather than blanketing them in learning that could be redundant or irrelevant.
Brandon Hall Group, the leading independent HCM research and analyst firm, is launching a study on July 26 to understand how employers are measuring, monitoring, and improving EVP.
Brandon Hall Group Preferred Provider ELB Learning has exceptional depth and breadth in leveraging games, having both The Game Agency and The Training Arcade within its portfolio. The Training Arcade specifically helps companies simplify the process of including games by providing 10 ready-to-go game templates that can be customized to meet specific needs. This includes the only available licensed versions of Jeopardy! And Wheel of Fortune.
Employers are in drastic need of more inclusive and collaborative leaders who can drive business results and develop and retain top talent. It is critical to identify and develop high-potential employees because they exhibit the following important characteristics for at least 70% of employers, according to Brandon Hall Group’s research study, Developing Your High-Potential Talent.
traditional performance management methods don’t evaluate the full scope of an employee’s value, eight in 10 employers rely on leader recommendations and performance reviews to identify high-potentials who may very well determine the organization’s ability to thrive in the future of work.
Both the workforce and workplace have changed drastically in the last few years. Organizations must explore new and sometimes untested ways to allow their employees to advance even in this new environment. Although the fundamental concepts of discovering and assessing skills across the enterprise are still at the core of creating a more capable and mobile workforce, new ways of accelerating skill and competency development are now being used.
The Challenge Not only do L&D teams spend large amounts of time, money and resources on building learning programs, but they also ask that employees invest time and energy into…
uly 12 to understand the strategies employers are using to reduce turnover and especially to retain their top talent.
Onboarding is an effective way to get your teams working together. You can promote interactions across divisions and functional areas by creating onboarding activities that require teamwork. For example, you can have new employees work on cross-functional teams on a collaborative project. For employees in new roles or at a newly merged company, you might choose to create a social onboarding task. These types of interactions help employees feel connected to something bigger than themselves. These types of activities also help the employee get familiar with the tools and technology available to them in their new role. It also helps them to see how that technology might be useful in solving problems down the road.
reasons behind it so they can be mindful of it in their day-to-day interactions. Once consensus is reached and a model is forged or amended, it just can’t sit there as a document. Employers need to have very specific strategies not only to inform employees that there is a model, but to communicate — and demonstrate — how everyone must participate in building a strong leadership culture across the enterprise.