One of Caliper’s clients, a specialty engineering firm, has experienced explosive growth during the last five years by providing solutions for some of the largest infrastructure projects in the world. Their skilled and experienced professionals consist of engineers, researchers, scientists, construction managers, and technical experts with specialties in steel, precast and prestressed concrete design, inspection, nondestructive testing, and materials engineering. Future Talent Management Challenges. Common Language. Personality in Talent Management. reduced turnover, from 38 percent to 8.9

How you respond to mistakes will go a long way toward inspiring innovative behavior. Click here to read full version

During the past couple of months, Caitlyn Jenner has been the subject of many headlines in the media. Some have referred to Caitlyn as being courageous and brave; others have been angered by the public attention she has received. But in the midst of all this pop culture, important issues have been raised, including how employers can create a welcoming workplace for transgender people. It is a topic that companies cannot ignore. Most organizations will—and should—focus on complying with federal, state, and local laws. Creating an Inclusive Work Environment.

During a series of keynotes I delivered in Europe, Asia, and the United States, it became evident that those in attendance shared a frustrating reality: Their workdays completely revolved around emails, meetings, and reports. They had no time for strategic imagination, creativity, or high-value work. And a single root cause kept surfacing: complexity. Complexity exists in small tasks such as expense reports or email threads and extends to hiring practices, product pipelines, and communication. From meetings and messaging to hiring and tech support, nothing happens simply or swiftly.

This is the second post in a series on how to create your leadership identity. Amy Franko discusses how your actions, or self-initiated behaviors, speak to your level of assertiveness, decisiveness, and confidence—all traits of a strong, effective leader. Click here to read full version

When you search on the various leadership styles you end up with 25,200,000 hits. That tells me that there has been a lot of time spent researching the topic. good place to start is Daniel Goleman’s 2000 study for the Hay/McBer Group, Leadership That Gets Results. This research encompassed three years and 3,000 middle managers and identified six distinct styles. Click here to read full version

It seems as though we’re always hearing about Baby Boomers’ retirement in terms of the strain it will place on Social Security and other services, but we should stop to consider the skills gap that will be left behind once Baby Boomers have left the workforce. Up until the Millennial generation, Baby Boomers had been the largest generation in history. That means there’d been more Baby Boomers in the workforce than there were of the generations right before and right after them for decades. Already much of the Baby Boomer generation has retired.

Your job as a leader is to make people uncomfortable. Pursuing ambitious goals, confronting significant challenges, and moving into uncharted territories require people to embrace discomfort. Click here to read full version

Managing learning programs is no easy feat. From establishing strategies to understanding best practices, talent developers’ list of peripheral items is extensive. ATD understands and sympathizes with this difficult task, and we have identified experts to help you better manage your learning programs. In this podcast , Ann Parker, manager of the Senior Leaders and Executives Community of Practice , interviews facilitator Stacy Lindenberg, asking key questions including: What are some of the challenges that learning managers face today? Why is this important?

Bottom line: The 21 st century organization will need to be smart, agile, and proactively ahead of its competitors in integrating mobile, social, cloud, and analytic technologies in order to reinvent itself through people, process, and technologies. The question for those working in talent development: How can we help our organizations succeed in this new world. Click here to read full version

Do you want to get a head start on your leadership skills as a core-level employee? If so, start by becoming what I call a “Ground Floor Leader” and influence your peers. Click here to read full version

It’s the big question many employers have: Why do my employees keep walking out the door? The culprit is often a lack of trust. Dan Schwartz outlines six ways that you can build trust in your organization—and hold on to your employees. Click here to read full version

For leadership development programs, better leadership should be a means to an end, but not an end unto itself. Click here to read full version

Despite compelling research from McKinsey , which found that companies with gender diversity are 15 percent more likely to outperform less diverse companies, diversity and inclusion (D&I) progress in American companies has been painfully slow. Consider these stats: Although women comprise 45 percent of the American workforce, they represent less than 5 percent of CEOs and less than 20 percent of board members. Corporate boards are still 70 to 75 percent white males. Multiple factors contribute to the current state of inequity in the workplace. Change Management: A Systematic Approach.

“At least 40 percent of Millennials see themselves staying at their current organization for a minimum of nine years” —Jennifer Deal and Alec Levenson (2016). know what you are thinking: “That can’t be right. Millennials see themselves staying with their current employer for nine years?” ” Indeed, many people think that Millennials are only focused on job hopping and taking the next excellent adventure, but it is time to dispel these generational generalities. Myths vs. Reality. There is little doubt that Millennials are smart, talented, and ambitious.

Mentoring and coaching are distinct processes used to achieve individual and organization goals. Click here to read full version

A wise leader treats people more importantly than results because strong people produce those results. Click here to read full version

The following tips will help you to strengthen the potential success level of the mentoring experience. Click here to read full version

Let’s face it. If you’re at the office right now, you would probably rather be at home. Turns out, so would most of your co-workers. recent survey showed that 70 percent of people would rather work from home than spend time at an office; that number increases to 81 percent for people 35 to 44 years old. No matter how nice an office is, home will probably always be nicer. This creates a tricky situation for employers who offers virtual roles. The answer: The right candidate for the job is not the applicant who has a strong desire to work from home. self-motivated. self-disciplined.

Pasha Roberts, chief data scientist at Talent Analytics, describes why predictive talent analytics are more valuable than descriptive analytics. Click here to read full version

This article is the fourth in a series on creating leadership identity. You can also read about building a personal brand , leading through your actions , and l eading through your visual and verbal presence. We have hundreds of interactions in a day. They’re virtual and live, written and spoken. They take place through email, social media, and phone calls, or in meetings and presentations. Your response in any given interaction broadcasts your leadership identity. Think for a moment about how you respond to what’s happening around you. One on its own isn’t a deal-breaker.

Most of us are aware of the growing presence of Millennials in the workplace. This ATD Research Week post, authored by ATD Research Specialist David Frankel (who is a Millennial!), reviews data from ATD and other resources on Millennials at work, their skills, and preparing them to become leaders. Click here to read full version

Employee resource groups (ERGs) have become widely used tools in the organizational quest to create diverse, inclusive environments that reflect a changing workforce and marketplace. Originally designed to create a welcoming environment for underrepresented groups, such as women, veterans, people with disabilities, and members of the LGBT community, they are often assumed to be an unquestioned positive force in organizations today. However, a number of factors have created the need to take a deeper look at the current role of ERGs and assess the value they provide. The ERG Evolution.

Top leadership thinkers reflect on leaders whose actions had a lasting impact on them. Click here to read full version

Trying to fulfill professional, family, and personal responsibilities is a constant struggle for everyone. In Beyond Happy, author Beth Cabrera outlines reasons why women should forget trying to find work-life balance. Instead, she makes a case for boosting well-being. Click here to read full version

The author shares a list of seven key reasons engaged employees are vital for an organization. Click here to read full version

Often, when people think about having a mentor or advisor, they think about connecting with the smartest, most advanced professional possible. This is a mistake. The best mentor for you depends on where you are in the learning continuum. Click here to read full version

A funny thing happens when leaders consistently act in alignment with their principles and values: They typically produce consistently high performance almost any way you can measure it. Click here to read full version

Employers are wise to help Millennials experience the connection they desire so they perform at the top of their game and avoid negative coping behavior. Here are three ways for employers to connect with their Milliennial workforce. Click here to read full version

Asking good questions is a skill that is often neglected. Unfortunately, this means that managers often ask poor questions, ask too many questions, talk too much, do not actively listen, and shy away from being honest and direct. Good questions stimulate insight, raise awareness, provoke reflection, and lead to better answers and, often, a clearer understanding of why one answer is better than others. Take this standard coaching question, for example, “What’s the question you know you should be asking, but haven’t?” Is it time to rethink it?” Ask fewer questions.

Ground floor leaders know that when they give back, they become catalysts of change and multipliers of knowledge , improving the overall human performance of the organization. Dan Schwartz offers 10 ways to be givers—not takers. Click here to read full version

The job of manager requires specific skills and abilities. Promotion should be based on the ability to do the next job, not performance in the current job. Good performance should be rewarded appropriately, but promotion should not be a reward for past performance. Click here to read full version

If we want to reenergize the zombies (disengaged employees), we need to first feed our brains. Click here to read full version

EQ is not enough. We also need Diversity & Inclusion practices to become embedded into our organizations to maximize talent and marketplace opportunities. Click here to read full version

Randy Emelo has worked with a number of Fortune 500 companies that use mentoring to support peer learning and productivity improvement. Here are some ideas on how you can use mentoring to improve productivity among your workforce. Click here to read full version

In the improvisational world, the magic phrase is "Yes, AND…" When this concept is applied to work situations, the results can be amazing—radical changes in business and positive engagement from employees. It''s because when you apply "Yes, AND…" to life, people feel heard, valued, and accountable. When you say "AND" and get into the game, you''re part of the success or failure of the project, conversation, or event. Click here to read full version

Building a more diverse and balanced team is no longer a goal rooted in idealism alone. Specific studies have examined the impact of having more women in the workforce, finding that this dramatically improves companies’ bottom lines. Around the World, Across Industries. In most major global industries, there are substantial shortages of skilled workers, and this is especially true in STEM industries. In the U.K. tech sector, 94 percent of the fastest-growing firms struggle to find adequate talent. billion). In the United Kingdom, women account for only 13 percent of the STEM workforce.

Diversity & Inclusion (D&I) continues to evolve in response to workplace and marketplace globalization, with implications for: expanding the potential audience for D&I to include not only employees and suppliers, but also contingent workers, customers, and business partners. how work gets accomplished in matrixed, flatter, and more team-based global structures. global and local execution of D&I. how organizations foster collaboration. How Diversity Is Defined. All countries have diversity dimensions. Gender is one aspect of diversity that is universal across all countries.

According to a 2015 employee recognition survey by the Society for Human Resource Management (SHRM) and Globoforce, organizations with programs that recognize and reward employees for their time and contribution experience better business results. The report also states that employee turnover, employee engagement, and succession planning are the top three challenges that organizations are facing today. One of the ways that organizations are trying to overcome these challenges is through Years of Service programs. increase employees’ satisfaction. raise employee engagement.

Workspace innovation can be a physical or mental change to a firm’s work environment that improves productivity, efficiency, collaboration, and creativity. It’s not a new idea, and its adoption doesn’t have to be particularly expensive or complicated. In fact, it’s popular with startups with small budgets, because it helps create an attractive work environment that appeals to top talent while containing costs. Additionally, well-known companies that have successfully tried workspace innovation include Google and Zappos. project less responsibility than they have.

“That’ll never happen here!” ” How often have you heard this statement at your company? It’s a common phrase at many organizations and can create a toxic culture that promotes negativity and “idea-bashing” behavior. If you work at a place like this, you probably have thought to yourself, “If only I could change this culture!” ” Well, the good news is you can! All you have to do is exhibit one uncommon characteristic: courage. Having courage is not easy. But of course, you will need to have some courage. Courage Has Influence.

Research findings on language acquisition, neuroscience, and linguistic principles—and their implications—will be outlined in this series of posts for ATD’s Human Capital Community of Practice. Click here to read full version

This article is the fifth and final post in a series on creating leadership identity. You can also read about building a personal brand , leading through your actions , and leading through your visual and verbal presence and leadership response. It was Aristotle who said that we are what we repeatedly do. Our seemingly small actions, performed day in and day out, eventually create who we are. They are also known as habits. Who you are as a person is reflected in who you are as a leader. So it makes sense that your habits have a big stake in your leadership path and continued achievement.

This is the third post in a series by Edwin Mouriño-Ruiz on managing human capital in the future work environment. This installment examines how changing Latino demographics will affect the future workforce. Click here to read full version

“I know you think you understand what you thought you heard me say. But what you think you heard me say isn’t what I really meant.” ” –Unknown. Texting caused my daughter and me to fight. She misunderstood my text, and I misunderstood her response. We tried to understand each other, but the result was a fight. Communication involves an exchange and understanding of information between two or more people. This does not mean that two or more people must agree with the information. This definition is telling us to communicate in 3-D: discover barriers. direct actions.

Using my experience and research, I have formulated the following definition of a coaching organization: An organization in which the culture and its infrastructure encourage everyone to learn, practice, and engage in mindful coaching conversations to get work done, accomplish goals, and reach both personal and strategic growth and success. mouthful, isn’t it? What does this definition really mean? believe there are three building blocks that comprise a rich coaching organization. Building Block 1. All employees learn and practice basic coaching tools and mindsets. Building Block 2.

Unconscious bias can skew talent and performance reviews. It affects who organizations hire, promote, and develop— and it often undermines an organization’s culture. Talent management professionals must ask the question, “To what extent are our organizational culture and business results being affected by unconscious bias? A new UNC Executive Development whitepaper, The Real Effects of Unconscious Bias in the Workplace , seeks to answer that question. “If you can name it, there is probably an unconscious bias for it,” write whitepaper author Horace McCormick.

Diversity and inclusion (D&I) has to continue evolving and changing in response to changes in demographics, socioeconomics, and politics. D&I practitioners, talent professionals, and leaders need to stay current on trends that will likely have a pivotal impact on the workplace, and the practice of D&I. Here are six D&I trends that are becoming increasingly important: 1. Globalization as the New Normal. With the search for growth, efficiencies, and new markets, globalization is changing how talent is sourced, developed, and deployed. Many organizations now have a U.S.-based

In the improvisational world, the magic phrase is "Yes, AND…" When this concept is applied to work situations, the results can be amazing—radical changes in business and positive engagement from employees. It''s because when you apply "Yes, AND…" to life, people feel heard, valued, and accountable. When you say "AND" and get into the game, you''re part of the success or failure of the project, conversation, or event. Click here to read full version

Appreciation, praise, and acknowledgment are a sure way to have your people become and stay engaged, and for you to retain your top talent. In this final installment on grateful leadership, Judy Umlas reviews the 5 Cs and outlines six steps for putting them into action. Click here to read full version

Your job as a leader is to make people uncomfortable. Pursuing ambitious goals, confronting significant challenges, and moving into uncharted territories require people to embrace discomfort. Click here to read full version

In the previous blog, we focused on the topic of effectiveness claims. Now, let’s explore the many effectiveness claims made about e-learning. Then and Now. It wasn’t too long ago that the talent development industry was enamored with the advent of online learning. Indeed, many industry gurus were quick to argue that the mere travel savings alone made e-learning solutions worth their weight in gold. This claim was also heralded by uninformed CFOs and CEOs, whose mission was less focused on learning than it was on the bottom line. Talk about chasing bright shiny objects!

A new whitepaper from UNC Kenan-Flagler Business School , Creating a Collaborative Organizational Culture, co-authored by UNC Executive Development Director Kip Kelly and Alan Schaefer, founder and CEO of Banding People Together, explores the building blocks for effective collaboration and provides steps for making collaboration work within the workplace. Click here to read full version

Rich Wellins shares results from recent DDI research on how the role of talent management has evolved with changes in department names and titles. Click here to read full version

If we could do a better job of measuring a manager’s ability to hire, develop, and engage talented people, we could do a better job of accountability. And if we start holding managers accountable, we are more likely to get the talent results we want. Click here to read full version

“Hard experience has taught me that real leadership is about understanding you first, and then using that to create a superb organization.” ” —D. Michael Abrashoff, It’s Your Ship. What makes you think you can lead? You probably know how to plan, budget, and establish detailed steps and timetables. Allocating resources is no problem for you. Your employees already have a copy of the company policies and procedures. So you think you can lead? When I was growing up, my father would say to me, “Leading is not a matter of chance; it is a matter of choice.”

Being part of a modern learning and development (L&D) organization can be easier than you think. It does not mean you have to buy and learn to use all the latest high-tech apps, software, and e-whatever. Instead, it means looking at the role of L&D through a different lens. Most L&D organizations are caught up in the rat race of trying to deliver more and more training to help employees stay up-to-date with their job needs. For L&D people, the job is overwhelming! Further, employees are not very happy with what L&D is delivering.

Leader cannot endorse a set of moral values and then just expect employees to follow them. Leaders must earn respect; they cannot command it. Click here to read full version

This is Part Three of a four-part series on using improvisational behaviors to ensure their teams are strong, diverse, and engaged. Click here to read full version

It’s more than sad; it’s a missed opportunity. In my experience, less than one in 10 large organizations make a concerted effort to fully align their leadership development and employee engagement initiatives. Those of us who work in talent management can cite many reasons why these initiatives lead separate lives: Leadership Development Initiatives. Employee Engagement Initiatives. take place throughout the year, with small cohorts getting trained at all times. · often have consistent themes, and train people in an agreed-upon set of skills or competencies. Absolutely!

As Roger Daltrey, member of the legendary rock band The Who, sang, “Then I’ll get on my knees and pray we don’t get fooled again.” ” How many times have we been fooled by our succession-planning-by-prayer method? We’ve heard the conversations; they sound something like this: “It’ll be just fine, our CEO isn’t going anywhere.” ” “She loves it here!” ” Or maybe like this: “Jenkins is our rock star; he’s been in the HIPO program, and he’s ready for the next step!” It’s not an event.

Most of the discussions surrounding diversity seem to focus on gender and race. However, one of the largest diversity challenges in today’s workforce hasn’t been talked about much at all until recently. The new film The Intern addresses the underlying issues around age diversity, revealing that many of us have forgotten that we can learn valuable information from our elders. In the movie, a 70-year-old man (played by Robert De Niro) goes to work in a Millennial-filled e-commence business, run by a young CEO (Anne Hathaway). Learn to Delegate. No one can do everything.

There is no one style of leadership that fits every workplace challenge. However, when I look through my leadership toolbox, there are three main instruments I continually use: mentoring, servant leadership, and transformational leadership. Click here to read full version

It’s time we retire the “Millennials are ruining everything” narrative. Millennials, people who were born between 1981 and 2000, are changing the workforce for the better. The first generation of digital natives is better able to multitask than any previous generation, thanks in part to their exposure from birth to various forms of technology. In fact, research shows that the average Millennial switches media venues 27 times during a nonworking hour, something that translates to better digital literacy in the workforce. million people. Via via SelfStorage.com.

When there isn’t enough scientific, technical, engineering, and math (STEM) talent to go around, where can an organization get the STEM knowledge it needs to succeed? According to APQC ’s research, many companies are looking inward, leveraging the expertise that’s already inside their organizations and nurturing the new hires and mid-career employees who will become tomorrow’s thought leaders. For companies that run on STEM brainpower, the shortage of highly qualified talent is a true crisis. Developing Experts. Bringing Newcomers Up to Speed.

Effective leaders help others to think in more imaginative ways. Click here to read full version

It’s difficult to underestimate the importance of learning to the success of Cerner, one of the largest health care information service providers in the United States, with $4.4 billion in annual revenues and over 23,000 associates. The company supplies customers with a variety of solutions and services developed and delivered by associates who must be equipped with the most up-to-date knowledge of information systems, software, and industry expertise.

As we finish the first half of 2016 and plan for the coming months, we naturally focus on predictions for the future. One of the ways we try to predict the future is by examining trends. Google the term megatrends and you will find more than 500,000 results. Common megatrend themes across all industries include: an aging population being replaced by Millennials and Generation Z. an increasing need for diversity. accelerating technological change, automation, and big data. changing social behavior, social media, and the Internet of things. globalization and the potential impact of the Brexit.

This post is the third in a series on creating leadership identity. Do you dress the part of a leader and professional? What does your physical presence exude? In addition, do you treat every communication, spoken or written, as an opportunity to showcase how well you organize your thoughts and articulate yourself? Do you sound like a leader? Let’s delve into the impact you make through your visual and verbal presence. Look the Part. You’ve heard it before. The first time people meet us, they form a judgment about us with lightning speed, much of that based on our appearance.

With new technologies coming at learning professionals like rapid-fire, it should come as no surprise that age-old programs such as mentoring are also being updated. Randy Emelo, author of Modern Mentoring , makes the case for a new approach to organizational mentoring programs in a special podcast interview. Modern mentoring is mentoring 2.0—it —it goes beyond traditional face-to-face formal interactions, allowing “mentoring” to occur through new technologies. Steps to Shift From Traditional to Modern Mentoring.

A new blog series by Vincent Miholic presents an engagement hierarchy model that focuses on equity, membership, opportunity, meaning, and service. The first post explores the first level: Equity, which is perhaps the most rationalized. Yet, if realized dramatically, equity enables all other levels. Click here to read full version

This blog series examines how organization must use collaboration to manage globally and foster innovation. Part 3 details 11 operating principles that must all be in-play to unlock the “collaboration code” for leading in today’s global business world. Click here to read full version

For organizations to innovate successfully, they must develop a “mindset” that aligns with genuine collaboration—even before developing actual collaboration skills. In part 2 of this series, Winsor Jenkins outlines the 11 operating principles (or assumptions) that human capital professionals can use to support collaborative teamwork. Click here to read full version

EQ is not enough. We also need Diversity & Inclusion practices to become embedded into our organizations to maximize talent and marketplace opportunities. Click here to read full version

The first post in this blog series introduced a hierarchy of engagement , which suggests leaders can significantly move the engagement needle by progressing from basic needs and selfishness (and entitlements) to growth and selflessness. Click here to read full version

Tom and Rena have worked together for three months. Tom manages Rena but has “no time to talk with her.” ” Tom said, “I find my good intentions to sit down and have a one-on-one regularly get scrapped due to the emergency du jour. My boss always says you must develop your people but he is the biggest time sink in my job. He is disorganized and we all the pay the price. That’s why Rena has not gotten any of my time.” ” Actually, that’s not true. Rena loses because Tom has not learned the most fundamental management imperative.

While many industries are learning how to operate with a more limited pool of science, technology, engineering, and math (STEM) experts, they’re also seeking to build organizational expertise by preparing the next generation of high potentials for technical leadership roles. For many organizations, the STEM expert shortage hits especially hard because they need experts to help leaders respond to rapidly changing technical disciplines, technologies, and markets. These firms see having the right experts in place as key to tapping into and applying emerging knowledge to strategic goals.

Leadership development, employee engagement, social learning, and organizational development are topics that always grab my attention. As I scrolled through the ATD Press 2015 releases, I became excited about the titles available on these issues—just in time for the 20% off book sale from August 5-14. Click here to read full version

In Part Four of a four-part series on using improvisational behaviors to drive performance, Karen Hough focuses on three steps to dealing with the unexpected. This flexibility and the sense that anything can happen, keeps us on our toes and ready for anything. It’s a critical skill in an ever-evolving, global professional world. Click here to read full version

In this Corporate Training talk radio interview, ATD facilitator Stacy Lindenberg discusses new employee onboarding. Unfortunately, Lindenbeg finds that few companies do onboarding right. To learn what organizations should be doing better, listen to the complete podcast interview and join Stacy Lindenberg for the ATD’s Essentials of New Employee Onboarding. Click here to read full version

A recent New York Time’s article on Amazon’s workplace culture has generated a lot of buzz. Michael Lee Stallard outlines what this controversy says about the modern workplace culture? Click here to read full version

Entitlement is a common complaint these days from talent development and business leaders. It’s defined as expecting certain benefits and treatment beyond what is reasonable; people believe they deserve certain perks in the workplace and are not accountable for negative behaviors. The Problem. Some people argue that entitlement is a characteristic of Millennials, while others argue that entitlement is common across all generations and is thereby unique to the times. Entitlement is a problem in the workplace because it can create a hostile work environment. The Solution. Click here

In a world of ongoing unpredictability and disruption, the challenge for businesses and working professionals isn’t to simply find new ways to innovate and stay relevant. Instead, the challenge is to create solutions that help us successfully innovate on a consistent basis. Enter sustainable innovation. Click here to read full version

Click here to read full version

While affordable and effective education is an important imperative for society (and thus government), business may have to step up if they want to achieve global success. Click here to read full version

Scott Steinberg explains that the new secret to business success is entrepreneurial thinking. Here are several hints, tips, and strategies to help you prepare future leaders in your organization to operate according to this new paradigm. Click here to read full version

Judy Umlas reminds leaders not to wait for the right way or right time to express their appreciation. Just do it NOW! Click here to read full version

Over the last few weeks I’ve been avidly watching Olympic athletes from around the world compete. While I listened to the interviews and heard about the tens of thousands of hours they invested in their goal, one thing became clear: They all had a vision of victory. Warren Bennis said, “Leadership is the capacity to translate vision into reality.” ” The reality achieved is based on the vision conveyed, and leaders are the conveyors of vision within organizations. ” to which Marta replied, “You finally did it because you finally believed you could.”

“ We spend a lot of time exhorting our leaders to be authentic. Then we try to convince them that we are in control by blitzing them with statistics they don’t understand (and often don’t believe). If we took our own medicine, we’d place a higher priority on our own authenticity and we’d take a hard look at whether HR processes enhance or detract from that.” ” —HR director of a Times 1000 company in a private conversation. However, as we talked with HR professionals about our findings, we questioned this assumption.

Coaching a leadership team toward improving its interactions and effectiveness is different from the executive coaching that individual leaders receive to improve their own behaviors. It is often difficult for independent-minded leadership team members to receive critical feedback on how they could interact more collaboratively with their peers. Click here to read full version

Organizations that don’t understand innovation can make costly mistakes, according to a recent APQC interview with Claude Legrand from Ideaction, Inc. Click here to read full version

Click here to read full version

Make it part of your team’s mission to incorporate the 5 Cs of acknowledgment in meetings and through general practice. Click here to read full version

Expect CEOs to have many more sleepless nights until they develop leaders with the right skill set to succeed them. Click here to read full version

To help HR and talent management professionals understand the benefits of mindfulness on organizations, the UNC Kenan-Flagler Business School developed the Executive Development white paper, Bringing Mindfulness to the Workplace. Click here to read full version

The author shares a list of seven key reasons engaged employees are vital for an organization. Click here to read full version

No, it’s not data analysis, industry-specific software skills, or coding. According to PayScale’s 2016 Workforce-Skills Preparedness report , the most challenging hard skill to find among recent college graduates is writing proficiency. Per the report, 44 percent of managers ranked this skill among their most difficult to find, followed by public speaking at 39 percent. We shouldn’t be surprised. Even students who pursue degrees in the arts and humanities don’t always receive adequate training to write for professional audiences.

This is the first post in a series by Edwin Mouriño on managing human capital in the future work environment—and supporting and enabling people to perform to maximum effectiveness. Click here to read full version

Courage is a critical leadership competency because a profound, heartfelt, and generous acknowledgment demands vulnerability. Click here to read full version

Diversity and inclusion in the talent development profession benefits organizations that desire longevity and overall growth. Companies that focus on fostering an equal environment are more successful, because they are better able to branch into emerging markets and increase productivity. As the workforce changes, so should the faces of those who train it. diverse training function promotes growth. Conversely, a homogenous training department may discourage many potentially great employees; they may be not as likely to blossom because they are not represented or included in training programs.