Articles by JD Dillon

Preparation won’t make you immune. L&D will never be disruption-proof, but the past few years have demonstrated the value of being disruption-ready.

If you want to close the skill gap, then you must first address a long-standing problem: Workplace learning is unfair.

Managers are the best tool companies have to combat burnout, improve performance and increase retention. Instead of piling onto managers’ already overflowing plates, CLOs must challenge stakeholders to take a long, hard look at what it takes to be a manager in today’s workplace and urge partners to shift management expectations to focus on the human side of the job — and they must provide a framework to empower managers with the skills needed to overcome human problems like burnout.

Rather than get distracted by timely skill gaps, L&D must instead address the pervasive and damaging lack of opportunity.

L&D can learn a lot from the front-line experience — regardless of industry or audience.

Eighty percent of the global workforce is on the front line. Disruption may have changed the way they do their jobs, but they remain the ultimate driver of business success, and we should invest in their development.

One model cannot solve the industry’s measurement problem. Instead, each L&D team must ask their own questions, apply proven, data-rich principles and develop their own measurement strategy.

The world of workplace learning has experienced seismic change over the past three decades. How has the CLO role kept pace with the evolving needs of the workplace?